Insights, Nonprofit

Preparing for the Transition of a Long-Term Leader

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An unprecedented leadership transition is rapidly approaching the nonprofit and social impact sectors. Research suggests that up to 75 % of nonprofit executives plan to exit their roles within the next five to ten years, driven by retirement, career shifts, and burnout after long tenures averaging more than a decade. At the same time, aggregated turnover data from 2025 shows a year-over-year increase in CEO departures of roughly 15 %, signaling that leadership exits are already accelerating. For organizations committed to mission continuity, these trends underscore a simple reality: succession cannot be an afterthought. Preparing for long-term leader succession now isn’t just prudent—it is essential to sustaining impact.

These transition moments are notoriously challenging for many organizations. Issues like founder syndrome, or “organ rejection”—when the organization does not accept its new leader—are very real threats. The following are some tips for preparing for transitions and things to watch for.

Start planning early

Begin the process early. Ensure that there is open communication between the CEO and Board around the planned timeframe. Ideally, the process would begin 12-18 months before the expected departure, and include time for a thorough search, a strategic communications plan that incorporates the full range of constituents, and a fulsome onboarding period.

Preserve institutional knowledge

Long-term leaders hold critical relationships, historical context, and operational know-how. This information must be documented and accessible. This is critical not just for a planned transition- it’s also the best way to ensure that the organization can weather an unplanned, emergency transition.

Manage the emotional dynamics

A long-tenured leader’s departure can stir anxiety among staff, donors, and stakeholders who’ve grown accustomed to their leadership. Communicate transparently about the timeline and process and acknowledge the leader’s contributions while emphasizing continuity and the organization’s strong foundation.

Give the new leader room to lead

Once a successor is chosen, the outgoing leader should step back cleanly to avoid undermining the new person’s authority. Board chairs often need to actively manage this boundary, ensuring the previous leader isn’t inadvertently pulled back into decision-making. It may make sense to plan for a finite period when the outgoing leader is “on call” but is not present or active in the day-to-day.

Retirements are continuing to create leadership openings

The demographic shift that has been underway across the nonprofit sector continues, with many long-time leaders departing. This is creating a new cohort of nonprofit leaders with new ideas and vision, but also may pose transitional risks to organizations undergoing a leadership search.

Reassess and refresh strategically

Use the transition as an opportunity to evaluate what’s working and what needs to change. The new leader should have space to bring fresh perspectives while respecting the organization’s mission and values. Balance honoring the past with embracing evolution.

Long-term leader transitions can and should be exciting inflection points for any organization but must be managed with care and attention.

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MARCH 13, 2026

Contributed by MOLLY BRENNAN, Global Managing Partner and Practice Leader, Nonprofit and Social Impact – DSG Global