From Uncertainty to Alignment: Ensuring Successful Executive Transitions in Nonprofits

These insights were developed by Jennifer L. Brinson, EdD, John E. Sullivan, EdD, and Anthony M. Tang, EdD, members of a research team from Vanderbilt University’s Peabody College of Education and Human Development

Leadership transitions often redefine a nonprofit’s trajectory—either reinforcing its momentum or exposing areas of misalignment. The recalibration period following a new executive’s appointment is a critical window where strategic vision, leadership alignment, and cultural integration must come together to foster trust and sustain progress.

To better understand the critical factors that shape successful leadership transitions, Marts&Lundy partnered with a research team from Vanderbilt University’s Peabody College of Education and Human Development—Jennifer L. Brinson, EdD, John E. Sullivan, EdD, and Anthony M. Tang, EdD. The study explored the roles of trust, belonging, and strategic planning in executive leadership change.

The research included a sector-wide survey distributed to more than 9,600 nonprofit leaders, followed by in-depth interviews with executive leadership—including with CEOs and board chairs—at organizations that had experienced leadership transitions within the previous 24 months.

The findings offer actionable insights for nonprofit leaders preparing for or navigating change.

Strategic Planning as Both Anchor and Obstacle

Among the many benefits in decision making, differentiation, and vision, strategic plans also build trust between incoming CEOs and boards when they are clear, realistic, and collaboratively developed.
Misaligned or outdated plans constrain leadership flexibility—especially when they do not reflect institutional capacity, stakeholder buy-in, or evolving realities.
Strategic planning is most effective when it’s adaptable, reviewed post-transition, and inclusive of new leadership voices.

Governance Strength Determines Transition Success

Well-structured governance (such as clear board roles and strategic oversight over operations) enhances trust, facilitates onboarding, and prevents micromanagement.
Board engagement in the hiring process—particularly through transparent, inclusive search committees—correlates with smoother CEO integration and moderates growing trust between the board and the CEO after hire.
Ambiguity or overreach from boards undermines trust and causes friction, especially when board members struggle to transition from operational to strategic partners.

Trust is Foundational, Belonging is Cultural

Board members report higher levels of trust in executives than executives report in boards—indicating a possible disconnect or under-communication of support.
Belonging is deeply influenced by onboarding, organizational culture, pre-existing board dynamics, and intentional efforts that generate organization-wide belonging during recalibration.
Executives who inherit strong board relationships and open communication channels experience quicker integration and clearer leadership alignment.

Onboarding and Orientation: Recalibration as More Than a Checklist

Leaders emphasized the value of informal social touchpoints (retreats, mentorships) alongside formal processes to build relationships and credibility.
Remote onboarding (e.g., during COVID) slowed trust-building; success in those contexts relied on structured check-ins and clear expectation-setting.
Orientation should include shared sessions on governance philosophy, organizational vision, and cultural norms to support a sense of belonging and trust.

Leadership Development and Succession Planning Matter

Proactive investment in leadership pipelines helps organizations weather executive transitions more smoothly.
Mentorship, leadership tracks, and succession frameworks build resilience and ensure mission continuity.
When a longtime leader steps down, their lasting influence can make it harder for new leaders to find their footing and shape their own direction.

Vision Alignment Requires Flexibility and Collaboration

Succession planning is not complete until recalibration comes into focus at the end of succession. This season must be characterized by a “give-and-give” mutuality where many organizational leaders see it as give-and-take.
Success depends on mutual trust and clarity: CEOs need room to shape and iterate on vision; boards need transparency and alignment checkpoints.
Rigid expectations or premature judgments from boards (especially without shared planning) can erode trust early in the tenure.
Open dialogue, regular review of strategic direction, and shared ownership of vision-casting support successful recalibration.

Recommendations for Advancement Professionals

Plan for Leadership Continuity in Campaign Strategy and Case Development

Acknowledge the potential for executive transitions during campaign planning.
Shape the case for support around a long-term vision that transcends individual leadership, signaling stability and sustained commitment.
Anticipate a season of recalibration in the organization as the new leader assumes their position. Succession is not just a phenomenon of the new or former leader; it is systemic. It requires adjustment on the part of the full team.
Trust is the most important aspect of an effective and successful transition.

Accelerate New Leader Integration Through Strategic Donor Engagement

Facilitate purposeful engagement between incoming executives and key donors or volunteer leaders to foster early trust and alignment.
Equip new leaders with curated internal insights that position them to communicate institutional priorities and challenges with clarity and credibility.

Partner with Board Leadership to Clarify Governance Roles

Advocate for shared sessions (board and staff) focused on governance best practices, roles, and responsibilities.
Help orient board members to the advancement function—especially around the CEO’s role in donor strategy vs. organizational operations.

Prioritize Relationship-Building in the Early Months

Facilitate informal opportunities (e.g., small dinners, retreats, donor visits) to accelerate trust-building for the CEO and Board to connect and cultivate trust.
Establish a regular cadence of meetings between the CEO, board leadership, and key advancement partners to build alignment and foster strong working relationships.

Develop Emerging Leaders from Within

Collaborate with HR and senior leadership to identify high-potential staff and provide opportunities for mentorship, stretch assignments, and cross-functional exposure.
Champion leadership development as a strategic investment by including targeted resources in departmental budgets to strengthen the leadership pipeline and support retention.

What This Means for Nonprofits

Effective leadership transitions are not guaranteed—they require strong strategic planning, role clarity, intentional onboarding, and a new or renewed focus on how well the organization recalibrates with new leadership. Organizations that invest in trust-building and governance alignment early in a new leader’s tenure are better positioned for long-term stability, mission continuity, and philanthropic success.

Source: Nonprofit Recalibration: Mixed Methods Research into Executive Succession by Jennifer L. Brinson, EdD, John E. Sullivan, EdD, and Anthony M. Tang, EdD. Vanderbilt University, 2025.