BLOG – Part 3 of 6 – Accelerated Exits: Succession Planning in the Age of Constant Change

“Change before you have to.” — Jack Welch

In a world defined by acceleration, the length of executive tenures is shrinking. Many association CEOs now stay in their roles just 4.5 to 7 years. Some depart due to burnout, others are recruited elsewhere, and still more leave when transformation efforts run aground.

Succession is no longer an if—it’s a when. And it’s happening faster than most boards and executives are ready for.

Why Traditional Succession Planning Fails

Legacy succession plans often sit in a drawer, based on outdated assumptions and aimed solely at leadership replacement. They rarely account for:

• Rapid shifts in organizational direction

• Culture and context alignment

• The skills needed for the next chapter—not just the last

• Unplanned, early, or crisis-driven exits

In short, they preserve continuity but don’t promote resilience.

Succession as Strategic Practice

Instead of waiting for transitions, forward-thinking associations treat succession as an ongoing strategy. This includes:

• Talent development at all levels

• Periodic scenario planning around executive continuity

• Intentional interim leadership models

• Documented institutional knowledge and leadership frameworks

Good succession planning starts long before a resignation letter arrives—and continues well after a new hire begins.

The Human Side of Leadership Transition

Transitions are emotionally charged. They can raise anxiety, expose organizational fragility, or reawaken past grievances. A healthy succession plan doesn’t just manage logistics—it attends to culture, morale, and stakeholder communication.

Transparency, clarity, and intention reduce the risk of fragmentation and maximize the potential for renewal.

Key Takeaways

• Executive turnover is accelerating and requires proactive planning.

• Succession should be embedded into the organization’s strategy—not triggered by emergencies.

• Culture, communication, and leadership development are central to successful transitions.

• Every departure is a chance to realign the organization with its future.

  
  

Coming Next Week: Part 4

AI in the Boardroom: Governing Ethically and Strategically in the Age of AlgorithmsDigital disruption isn’t only about leadership—it’s about how decisions get made. Part 4 explores the emerging responsibility of association boards to govern artificial intelligence.

AAV BLOG – Part 3 of 6 – Accelerated Exits – Succession Planning in the Age of Constant Change