Analysis from Boardroom and Brussels-based law firm Kadrant argues that CEO succession planning has moved from a procedural afterthought to a core governance responsibility for associations facing rising leadership turnover.
Leadership transitions are among the most consequential moments in an association’s lifecycle, yet many organisations remain underprepared when a chief executive departs. That gap was the focus of “The Association CEO Succession: Why Planning is Essential,” published on 7 March 2025 by Boardroom in collaboration with Kadrant, a Brussels-based law firm specialising in corporate, regulatory, and not-for-profit matters.
The analysis draws attention to a persistent governance weakness: the absence of formal, board-led succession planning. Citing sector research, the paper notes that a minority of associations have written succession plans in place, even as executive turnover accelerates. The disruption of the pandemic temporarily masked the issue, with many CEOs delaying departures to provide stability. As normal operating conditions resumed, a backlog of leadership exits followed, exposing how vulnerable organisations can be without agreed transition frameworks.
A central argument of the paper is that succession planning cannot sit with the CEO alone. Responsibility rests with boards, which hold ultimate authority over appointment, oversight, and continuity. When boards defer this role, transitions are more likely to be reactive, creating uncertainty for staff, volunteers, and external stakeholders. By contrast, associations that embed succession planning into governance policies are better positioned to maintain confidence during leadership change.
The paper outlines practical components of an effective succession plan. These include preparing for both planned and unplanned departures, defining interim leadership arrangements, and clarifying how successors will be identified and approved. It also highlights the importance of leadership development, encouraging CEOs to mentor internal talent so that future candidates are not identified only at the point of departure. Legal considerations—such as confidentiality, non-compete provisions, and dispute-resolution mechanisms—are presented as safeguards rather than formalities.
Beyond process, the paper frames succession planning as a signal of organisational maturity. Associations that approach leadership transition deliberately are more likely to retain institutional knowledge, protect strategic momentum, and attract credible candidates to the role. In a context of increasing leadership mobility, the message is straightforward: succession planning is no longer a contingency exercise, but an essential element of responsible association governance.
