By Jane Ide, CEO of ACEVO
Supported by Ansvar
Leadership transitions in civil society are inevitable, but they don’t need to be destabilising. That was the key theme at “Before the first page”, a recent roundtable hosted by ACEVO in partnership with Ansvar, where sector leaders came together to reflect on succession planning, CEO transitions, and what it really takes to future-proof leadership in the charity world.
The discussion highlighted familiar tensions between stability and change, internal promotion and open recruitment, personal timing and organisational needs, but also offered practical insights on how to manage leadership handovers with honesty, structure, and care.
Beyond the saviour complex
One of the most difficult decisions a CEO can make is knowing when to step away. It’s rarely straightforward. The conversation acknowledged that personal factors such as family, health, and burnout often drive this decision as much as organisational milestones like strategy cycles or budget planning.
But staying too long, particularly out of a sense of personal responsibility or a “saviour complex”, can stall progress. Founders, especially, were encouraged to consider stepping away fully when the time is right in order to allow the organisation they care so passionately about to fully thrive beyond them.
Flexibility is key. Even with careful planning, exit timelines can change. Leaders were urged to give themselves the emotional space to make the right decision and to be honest when it’s time to move on.
Planning succession when things are going well
Succession planning is often put off until either the CEO hands in their notice or a crisis hits, but that’s precisely the wrong time to begin. Several participants advocated for embedding it into leadership practice from the very start.
Having a clear plan in place during stable periods not only protects continuity but supports effective development of senior teams. It allows for better decision making at strategic level, about what the next chapter of the organisation’s lifecycle needs in the way of effective leadership, or at detail level such as whether an outgoing CEO should help draft the job description for their successor or be involved in the recruitment process for their successor.
While views varied, there was broad agreement that, if involved, outgoing leaders must observe clear boundaries.
Boards were also reminded to be proactive. Trustees, and especially chair, recruitment should consider whether candidates have the skills and confidence to lead a CEO appointment process—an often-overlooked responsibility that becomes urgently needed.
Internal talent vs open recruitment
The issue of internal succession prompted strong discussion. Promoting existing staff can boost continuity and morale, but it may conflict with values of fairness and inclusion, particularly if team members are led to expect progression but are ultimately passed over.
Job sharing, secondments, and mentoring were all raised as ways to build internal capacity without making promises that can’t be kept. Many noted that organisational resilience depends on not concentrating leadership in a single individual. Delegation and team empowerment should be integral to every CEO’s exit strategy.
Making the team feel safe
Leadership changes can create uncertainty. That’s why communication, clarity, and compassion are vital, especially for teams navigating the transition between outgoing and incoming CEOs.
It helps when boards and departing leaders actively endorse the new CEO to staff. Just as important is honesty in internal updates, particularly when interim arrangements are needed. Poorly managed tension between outgoing and interim leaders can quickly disrupt progress.
One standout message: teams don’t need a hero. They need stability, transparent communication, and reassurance that their work remains important during the transition.
Resilience in the face of the unexpected
Not all transitions are planned. Boards were urged to map out vulnerabilities and consider contingency planning. That includes preparing for sudden resignations, building a confident and trusted senior team, and avoiding micromanagement, which can create dependency and undermine resilience.
For incoming CEOs: do your homework
For new CEOs, stepping into a well-run organisation is a gift, but one that can be hard to recognise from the outside. Delegates pointed to ACEVO’s Look Before You Leap as a valuable tool for prospective leaders. Since trustees may not have full operational insight, it’s up to candidates to ask the right questions—and read between the lines.
Once appointed, The CEO’s First 100 Days provides a practical guide to help new leaders hit the ground running and establish credibility early on.
Final thoughts
The overarching message that came through loud and strong was that, above all else, we should all be mindful of the fact that we cannot lead our organisations forever, and it is our responsibility as effective leaders to plan for a future in which we no longer play a role in the organisations we care so deeply about.
As one delegate put it, “of course you don’t know what the future holds, but a plan beats no plan every time.”