Leadership transitions can shake up any organization. For nonprofits, where mission and culture intertwine deeply, these moments can feel especially vulnerable. But what looks like disruption often holds potential for renewal. Lori Clement, a partner at DRG Talent with over 15 years in the nonprofit sector, has guided more than 70 organizations through these critical periods. Her approach transforms what many see as a crisis into a chance for growth.
Start with the Board’s Role
Most people think CEO transitions begin with writing job descriptions and reviewing résumés. Clement knows better. The real work happens before any of that. “Every successful transition begins with the board,” she says. When the top leader walks out the door, board members need to step into a role they might not be used to playing. Getting alignment takes work. “When a CEO steps down, the board becomes the steward of both mission and culture.” That means having some hard conversations about where the organization is headed and what kind of leader can take it there. Staff members notice everything during these periods. So do donors, community partners, and everyone else watching to see what happens next. Clement puts it simply: “Transitions can create uncertainty, but a board that is unified and transparent builds the trust and steadiness an organization needs to move forward.”
Center the Organization’s People and Culture
Here’s what gets missed in the scramble to fill the vacancy. “A CEO transition isn’t only about hiring a new leader. It’s about reinforcing the culture and relationships that make the mission possible.” The day-to-day staff who keep programs running need reassurance that the place they’ve invested in isn’t about to fall apart. Everyone’s looking for signals about what comes next. Clement sees this play out repeatedly. “Staff, partners, and communities are all watching for signals of stability.” The search itself sends messages about organizational values. She pushes boards to slow down and listen. “That’s why it’s deeply important to listen, include multiple voices in the process, and be clear about how the transition will strengthen, not disrupt, the organization.” This phase matters just as much as the search. “Inclusive recruitment practices and thoughtful onboarding set the stage for the next CEO to succeed.” Get this part wrong, and the new leader spends years fixing problems that could have been avoided.
Balance Urgency with Patience
Urgency builds fast when leadership changes. Donors want answers. Staff need direction. The board feels the weight of every passing week. “Transitions often bring pressure to act quickly, but moving too fast risks overlooking the details that ensure long-term success.” The best boards figure out how to maintain momentum without compromising critical decisions. “The most effective boards balance urgency with patience. They keep momentum without rushing the process.” Sometimes that means hiring an interim leader to handle operations while the board takes time to find the right permanent fit. Other times it means establishing a clear roadmap that shows stakeholders there’s a path forward, even if it takes months to execute. Clement notes that “an interim leader or a well-defined transition plan keeps the mission on track while giving the board space to identify the right long-term leader.”
These transitions are make-or-break moments for nonprofits. Done right, they do more than just fill a position. “CEO transitions are pivotal moments for nonprofits. Handled with care, they can strengthen culture, deepen trust, and set the stage for long-term growth.” Clement’s framework gives boards something concrete to work with when everything feels uncertain. The organizations that nail this process share common traits. Their boards take ownership early and stay engaged throughout. They keep people and culture at the center of every decision. They resist the urge to rush while still maintaining forward momentum. Through her work at DRG Talent, Clement has seen this approach transform what could be organizational chaos into genuine opportunity. For any nonprofit facing leadership change, the message cuts through the anxiety. “If your organization is approaching a leadership transition, know that it’s not just a challenge. It’s an opportunity to strengthen your foundation for the future.” The boards that believe this don’t just survive transitions. They use them to build something stronger than what they had before.
Connect with Lori Clement on LinkedIn to learn more about her nonprofit leadership expertise.
