The Importance of Succession Planning for Associations of Every Size

by Nate Hughes, CAE, KCSAE Director

We often think of “succession planning” as a big-budget, boardroom-level process reserved for large companies. The reality, however, is that no matter how big or small the organization, it can mean the difference between a smooth transition and a frantic scramble, especially in the association world.

Planning for Both Expected and Unexpected Vacancies

Associations face turnover in two key areas: staff and board. Some transitions are planned, like a board member’s term naturally ends, or a staff member announces their retirement. Others are more sudden, such as a volunteer leader steps away mid-year due to personal commitments, or a critical staff member leaves unexpectedly.

Regardless of how a vacancy arises, preparing for it ahead of time helps everyone stay focused on the association’s mission. Anticipated departures allow you to map out timelines, formalize handoffs, and train new leaders. Unexpected departures demand that you already have systems, documentation, and access privileges in place to bridge any gaps without grinding operations to a halt.

Adapting to Scale: Small vs. Large Associations

• Smaller Associations: These groups often have fewer formal processes in place but may find it easier to pivot responsibilities quickly. When team members or volunteers naturally take on multiple roles, there’s often a built-in understanding of each other’s responsibilities. Even so, it’s wise to document role functions, keep an updated contact list, and ensure there’s at least one other person who knows how to perform each mission-critical task.
• Larger Associations: While they typically have more formal processes, larger departments,  standard operating procedures (SOPs), and longer onboarding timelines, the same guidelines apply. They may also have built-in leadership pipelines, such as staff who rise through the association over time, so being intentional about nurturing internal talent is critical to preserving institutional knowledge.

Board-Level Considerations

It’s common for associations to plan for board turnover at defined intervals. The key is ensuring a detailed knowledge transfer and ongoing training, so new board members can hit the ground running without gaps or delays. In normal materials used in the change, consider pairing outgoing and incoming members for a transitional period so there’s a real-time handoff of experiences, insights and advice.

Beyond ensuring smooth transitions of current board seats, associations should foster volunteer leaders who can step in to those positions down the line. Regularly invite volunteers to observe board meetings, serve on committees, and receive mentorship from current board members. This cultivates a ready pool of capable individuals, especially useful if a vacancy arises unexpectedly.

Staff Succession and Stop-Gap Measures

When a staff member leaves, especially at a leadership or operations-focused level, it can take time to fill that role. Meanwhile, everyday tasks can’t be put on hold. Having SOPs, procedural documents, and backup access to critical systems ensures your association can stay functional. For short-term emergencies, providing system credentials or temporary administrator access to a designated staff member can keep workflows moving. This “stop-gap” approach is not a permanent solution, but it grants the breathing room needed to properly document the plan, or recruit and train a replacement.

Real-Time Adjustments and Ongoing Refinement

Even the most thorough succession plan may reveal hidden gaps once put into practice. Whenever a situation uncovers a shortcoming, such as a missing contact, a procedural oversight, or a system access issue, it’s vital to address and update your plan right away. Promptly documenting and fixing these gaps not only safeguards your organization from repeat disruptions, but also keeps your succession plan relevant and reflective of current realities. This real-time approach to refinement complements regular annual reviews, ensuring your association’s continuity strategy remains both comprehensive and resilient.

These plans also shouldn’t gather dust in a shared folder somewhere. Annual reviews with the board and key staff help keep everyone aware of current procedures and any updates to roles, contact lists, or system logins. Even a high-level walkthrough each year can prevent surprises and ensures multiple people know where to find these plans when the time is critical.

Final Thoughts

Succession planning might sound like a big undertaking, but it’s essentially future proofing your association. By clearly documenting responsibilities, granting access to critical information, and encouraging a culture of mentorship and cross-training, you’ll be prepared for both the expected and the unexpected. Whether it’s board turnover, staff departures, or an unforeseen gap, having a plan in place protects your association’s mission and stability.

No matter the size of your association, investing time now to address succession planning can help you maintain momentum, even when key players move on. By building stop-gap measures, promoting a volunteer leadership pipeline, and reviewing these plans regularly, you’ll keep your association thriving through every transition the future brings.