Succession planning and leadership transition support are critical to an organization’s longevity and vitality, yet many postpone succession planning until there is a crisis as well as miss opportunities to accelerate the early success of new CEOs, senior executives, and board members. This series of insights explores how today's healthcare organizations can make succession planning and leader transitioning ongoing strategic initiatives.
by Andrew Chastain and Susan Snyder
CEO succession planning is one of a board’s core responsibilities; yet it is often postponed, only to be taken up when transition (driven by retirement or performance) is required. CEO succession planning must be a board imperative. It is a critical strategic activity that boards should prioritize not only because it avoids major disruption when transition occurs, but also because it enables strategic alignment and development now. Given the disruption in our world today, any activity that fosters current and future performance is an absolute necessity.
by Andrew Chastain, Megan Hay, and Susan Snyder
Leadership succession planning is a strategic imperative, especially in tough times. It ensures the retention of institutional knowledge, boosts morale and retention, and mitigates the effects of a sudden or unanticipated vacancy in a mission-critical position. The more compelling argument for strategic leadership succession planning is its inextricable link with strategy. Strategic planning paints a vision and a path toward success; executing a strategic plan requires the right people in the right roles, which is a direct result of strong succession efforts.
by Andrew Chastain and Susan Snyder
Today’s world is simply too complex, unpredictable, and competitive not to have a well-constructed and finely-turned board. Such a board doesn’t just happen. It takes time, thoughtfulness, intentionality, some trial and error, and incremental improvement. While strong board succession is not the end of the journey to a high-performing board, it is an essential component. If skipped, the other steps in the journey are much more difficult.
by Andrew Chastain and Susan Snyder
While all boards take the task of selecting the next CEO seriously, most are unprepared for it. Why aren’t boards more proactive in taking on CEO transition proactively? At root, it can be because leadership changes are messy, involving tough decisions and challenging conversations.
by Andrew Chastain, Laura Orr, and Susan Snyder
A new CEO joins a hospital or health system inspired by the mission, energized to build on the organization’s legacy, and ready to shape the future alongside a committed board and staff. Sustaining the CEO’s early enthusiasm and motivation in today’s tumultuous environment requires a well-developed system of governance support and an intentional approach to building and maintaining a strong board–CEO relationship. The board has a vital role in supporting the CEO’s transition into the organization.
by Andrew Chastain, Laura Orr, and Susan Snyder
Governance is not static. Just as organizational strategy evolves in response to market forces, regulatory shifts, technological disruption, and changing community needs, boards must also evolve. Yet many boards struggle to evolve at the pace their organizations require. Only 35% of executives rate their boards as highly effective, citing concerns about board composition, preparedness for increasing complexity, boardroom engagement, and the need for directors to continually refresh their skills and perspectives (PwC and The Conference Board, 2025). The challenge is no longer simply governance oversight; it is governance adaptation.
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