Leadership Succession and Support

Why this is important.

Leadership succession and support directly impact institutional stability, strategic progress, and long-term success. Frequent turnover in the president’s office can disrupt or delay strategic planning, hinder performance, and erode stakeholder confidence. Boards must proactively engage in strategic succession planning to prepare for both expected and unexpected leadership transitions. This includes assessing current leadership, developing robust search and onboarding processes, and providing ongoing support and development for presidents and board leaders. Effective boards do not simply replace leaders at the first sign of difficulty; instead, they invest in coaching, feedback, and professional growth to help leaders succeed.

A strong partnership between the board and the president, built on trust and accountability, is essential. By prioritizing leadership succession and support, boards ensure continuity, foster transformative leadership, and position their institutions to navigate challenges and seize opportunities in a rapidly changing higher education landscape.

Source:
Top Strategic Issues for Boards 2024–2025, AGB 2024

Questions for boards.

Click below to reveal key questions for your board to consider:

Leadership Selection and Succession Planning

Are there clear criteria for the selection of the board chair, president, and other key leadership positions?
Is there a succession process in place to develop future leadership? Is that process considerate of diversity in all forms?
Does the board chair provide sufficient opportunities to develop future board leadership through committee leadership assignments?

Leadership Assessment and Accountability

As part of regular assessment of board member performance, is the board chair also periodically reviewed?
Does the board chair ensure that board members annually review and sign a statement of board member commitment?
Does the board regularly conduct comprehensive presidential assessments?

Board Culture and Development

Does the board chair spend sufficient time building and cultivating an inclusive board culture?
Does the board chair, working with the administration, ensure that each board meeting includes a session devoted to “board education” that goes beyond routine agenda items?
Are the board and senior leadership aligned? What is the frequency and quality of communication between the board chair and president?
Do the board chair and president discuss key issues to be included on committee or board agendas in advance of meetings?