How to start succession planning for executive leadership roles

Step 1. Assess current and future needs 

As a board, you need to: 

• evaluate the organisation’s current and anticipated needs in key leadership positions
• identify the skills, competencies and qualities required to drive the organisation’s mission and strategic objectives
• outline the role, responsibilities and any specific requirements for leadership positions, and make sure this is reflected in position descriptions
• consider whether there’s a need to address gaps and under-representation at the leadership level. 

The Australian Human Rights Commission explores under-representation and strategies to advance inclusivity in the 2018 report Leading for change: A blueprint for cultural diversity and inclusive leadership. 

Step 2. Identify and develop candidates 

Identify candidates who have the skills or potential to assume leadership positions. 

Consider: 

• internal candidates who could assume a leadership role with further development or support
• external candidates who could bring fresh perspectives and expertise. 
   

How to develop internal candidates

Create individualised development plans outlining training, mentoring and stretch assignments. For example, have senior staff present at a board meeting.  

You can also provide opportunities for successors to gain exposure to various aspects of the organisation’s operations and decision-making processes. For example, provide mentorship opportunities either: 

• in the organisation
• with board members
• with a leader at a peer organisation.  

How to develop external candidates 

Explore methods for engaging them. For example, invite them to events and networking opportunities. 
 

Step 3. Support knowledge transfer 

Support and implement knowledge-sharing initiatives for outgoing leaders and successors.  

How to support knowledge transfer 

• Ensure your outgoing leader develops a detailed handover document which outlines key areas of responsibility, current activities and their status, and any unresolved actions.
• Create a practical resource that collates key information, such as links to important internal documents and folders, to help the incoming leader navigate critical information quickly.
• Where possible, have a meaningful crossover period between the incoming and outgoing leader. This encourages a smooth transition. 

Step 4. Create and document your plan 

Document your succession plan for leadership roles. It should include: 

• strategies for recruitment or candidate development
• onboarding and offboarding processes for leadership and board member roles
• communication strategies for role transitions. 

Recruitment strategies 

Some organisations convene a board sub-committee that focuses on recruitment. Others engage an external recruitment specialist to assist with transition processes. 

Communication strategies  

One of the goals of succession planning is to maintain organisational continuity. To do this, you need to plan when and how to communicate leadership transition to key stakeholders, including: 

• your staff
• your artistic community
• funders or donors
• the media.  

This might be through delegating who tells who and when, or creating a formal communication and engagement strategy. 

Step 5. Review and assess your plan  

Regularly review and assess how effective your leadership succession plan is. It should reflect your organisation’s changing needs. For example, a restructure may mean more or fewer executive leadership roles. 

Get feedback from stakeholders  

To assess the effectiveness of your plan, get feedback from stakeholders. This could include board members, staff and your artistic community, where appropriate.  

Conduct scenario testing and emergency planning 

Test your plan to assess how prepared your organisation is for unexpected leadership changes or emergencies. For example, use test scenarios to understand the processes for: 

• transferring authority for bank accounts
• changing contact details with key partners and funding agencies.