Succession is a strategy, not an exit plan

In today’s environment of disruption, complexity and accountability, few responsibilities are as defining for a board chair as overseeing robust succession planning. It’s not just about replacing directors – it’s about sustaining board effectiveness, preserving culture and maintaining strategic direction.

As Dotty Schinglinger, Executive Director of the Diligent Institute, says, “Succession planning is no longer a back-office activity – it’s an essential governance practice that signals a board’s commitment to future readiness and resilience”.

The evolving expectations around board performance, diversity and risk governance mean that identifying, developing and integrating new directors has never been more important – or more complex. For high-performing chairs, succession planning is a hallmark of stewardship. It is not a tick-the-box exercise, but a long-range leadership responsibility.

A high-performing chair doesn’t just support succession planning – they lead it. While governance or nominations committees may execute the process, the chair ensures alignment between board composition and the organisation’s long- term strategy.

Traditional approaches to succession often begin with resignation and end with recruitment. But the modern chair sees succession as a living, continuous process.

It begins with foresight – identifying which roles may become vacant, where emerging challenges will demand new expertise and how the board can evolve with purpose.

A chair might ask:

• • What skills and attributes will we need two to five years from now?
  • How can we align board composition with future strategy and stakeholder expectations?
  • Who on the board shows potential for leadership and how can they be supported?

When chairs proactively facilitate these conversations, they make succession planning a tool for board development.

Based on global best practice, including insights from Diligent’s succession planning framework, there are four pillars that high-performing chairs should champion.

1.      Create a succession planning framework

Chairs should ensure the board has a defined and documented succession framework. “This includes timelines, clear candidate criteria, and a process for identifying future needs. A structured approach builds discipline and reduces risk. Schinglinger notes: “It is not enough to know who is leaving – you need to understand what the board is losing when they go. Only then can you recruit for the future, not the past.”

2.     Conduct regular board assessments and skills gap analyses

A key tool in succession planning is the board skills matrix. High-performing chairs use annual reviews not just to assess individual director performance, but to evaluate the board’s overall strengths and gaps. Are there emerging needs in ESG, digital transformation, cybersecurity or stakeholder engagement? These insights guide targeted recruitment and development.

3.     Promote diversity and inclusive representation

Succession is also the moment to reset biases and open the door to diverse talent. Chairs influence whether candidate pools reflect the diversity of customers, communities and emerging leadership. A forward-thinking chair challenges the status quo and broadens the board’s perspective.

4.    Cultivate internal leadership and mentoring pathways

Many boards overlook internal leadership development. Chairs can foster a culture of mentoring by encouraging committee chairs to mentor new directors, or by rotating leadership opportunities to identify future board leaders. This builds bench strength from within and gives emerging leaders space to grow.

How to execute succession planning well

Execution is where the chair’s leadership is most visible. To do it well, a chair should:

• • Start early: Don’t wait for a director to signal their exit. Review terms annually and flag possible transitions early

  • Involve the full board: Ensure succession discussions are inclusive and transparent. Engage the full board in skills mapping and candidate profiling.

  • Engage external support when needed: Use governance advisors, external recruitment partners or platforms to bring objectivity to the process.

  • Prioritise fit, not familiarity: Chairs should push back against ‘safe’ candidates and focus on those who challenge thinking and bring new insight.

  • Onboard with intent: Succession doesn’t end at appointment. Chairs must support onboarding plans, committee integration and early opportunities for contribution.

Boards that invest in succession enjoy:

• • Continuity in governance and strategy, even through turnover
  • Improved performance and accountability, with skills matched to needs
  • Greater board diversity, leading to stronger decision-making
  • Stronger culture, with shared expectations of excellence and contribution

They also avoid the significant risk of disruption that comes when a chair or key director exits without a plan.

A high-performing chair doesn’t just lead the board – they build the board. That includes thinking beyond their own tenure, nurturing new leaders and embedding succession into the governance culture. Succession planning, when done right, is a profound act of stewardship.

As Schinglinger says: “Good governance is about more than meeting today’s standards. It’s about preparing the organisation for what comes next – and that starts with who is around the table.”

By embracing this mindset, today’s chairs can ensure their boards are not just effective – but enduring.