Blog Succession Is a Process, Not a Point-in-Time Decision Share Succession planning is one of the most important responsibilities of the board, yet many hesitate to raise it. Directors worry about sending the wrong signal: Will the CEO think we’re unhappy? Will internal candidates assume there’s a horse race underway? That hesitation often stems from a narrow view of what succession actually is. Too often, boards treat succession as an isolated decision rather than a long-term process. When the focus is only on the selection moment, succession becomes politically fraught and difficult to discuss. But when it’s built into how the board operates, with clear development pathways and shared visibility into talent, it creates the foundation for sound decision-making and leadership continuity. That shift requires more than a compliance-based plan or a color-coded org chart. It takes genuine insights into what the company needs next, who might be well-suited to grow into the CEO role, and how you’ll evaluate the team around them. The boards that get it right don’t wait for a triggering event. They treat succession as an ongoing system: one that prepares viable candidates, supports thoughtful transitions, and helps the organization lead well into the future. Here are four principles that shape better outcomes: 1. Separate the Process from the Decision One of the easiest ways to derail succession planning is to treat it as a single-track exercise. Boards need to operate along two tracks: one focused on long-term development, and the other on making a decision when the moment arises. Keeping those tracks separate prevents rushed calls, premature judgments, and process drift. Define the two tracks: Long-term development happens “outside the event.” Selection happens “in the event.” When development and selection are conflated, boards risk making rushed decisions, misjudging readiness, or undermining candidate growth. Focus on viability instead of perfection: Internal successors are unlikely to be fully ready on day one, particularly when they’re following a well-regarded CEO. What matters is their capacity to grow and lead over time. Give the board real visibility into internal talent: Boards should create opportunities to assess candidates across various settings, such as industry events, site visits, and presentations, and capture insights in a consistent manner that the rest of the board can access. 2. Apply Real Governance Discipline Succession planning is one of the most strategic responsibilities a board will take on. Yet too often, the process lacks the structure and rigor applied to other oversight areas. A clear framework, the right voices in the room, and consistency across candidates can make the difference between a smooth transition and a turbulent one. Build the right leadership inside the boardroom: Directors with succession experience, particularly in the Lead Director or Chair role, are critical to the process. Maintain consistent standards: Every candidate, internal or external, should be assessed through the same lens. Familiarity or reputation should not replace real evaluation. Support extends beyond selection: Once the decision is made, plan for onboarding and transition. The early months of a new CEO’s tenure are critical, and the learning curve is steep. Engaging a coach from the start can help a new CEO focus on the right priorities, navigate early challenges, and build confidence in the role before issues surface. 3. Balance Input Without Losing the Signal In high-stakes boardroom decisions, the quality of input matters. Succession planning requires a full-picture view shaped by collective insight, not by the loudest voice or the longest tenure. Boards need to be intentional about how they gather, share, and weigh input. Avoid over-relying on a single director: Mentoring high-potential leaders is valuable, but can also create information silos. The board should ensure all directors have meaningful visibility into each candidate’s capabilities and growth over time. Base discussions on evidence: Personal impressions can take on outsized weight if left unchallenged. Direct observations and data should drive the conversation. Keep the CEO in an advisory role: The CEO is a key source of insight and plays a central role in developing candidates. However, the board should lead the selection process. 4. Think Beyond the Individual Succession affects more than just the CEO role. A new CEO reshapes the leadership team, alters internal dynamics, and often prompts broader changes across the organization. Boards that anticipate these ripple effects are better equipped to support the transition and maintain continuity. Assess the broader leadership picture: When someone steps up, someone else shifts behind them. Evaluate how the team will operate as a whole moving forward. Avoid overlapping major transitions: Changing the CEO and Lead Director or Chair simultaneously can increase instability. Spacing out transitions helps maintain continuity and reduces unnecessary risk. Plan for continuity in key roles: If experienced leaders are not part of the succession pool, they should be part of the transition plan. Ensure they’re prepared and committed to supporting the new CEO. The Bottom Line Succession planning and CEO selection are complex, high-risk processes. No two transitions are exactly alike, but there are patterns that reveal what works, where bias can surface, and how to build systems that support strong decisions. Even the most seasoned directors may have only experienced a few CEO successions. While boards regularly seek outside advice on compensation, risk, or audit, they often try to navigate leadership transitions without the same level of support. But succession planning calls for the same discipline, clarity, and outside perspective that boards expect in every other area of oversight. The goal is not to hand over control but to equip the board with the insight and structure to lead effectively. Approaching succession as a long-term responsibility signals a board that is thinking ahead, aligning early, and building for what comes next.