March 2, 2026
Leading with Confidence: Donor-Centered Succession Planning During a CEO Transition
Over the next few weeks, Peter Hansen, Principal of Arts, Culture, & Media Philanthropic Advisors, and James Abruzzo, President of Abruzzo Associates, will present a series of blogs on this important topic and its implications.
The Facts
Since 1991, James Abruzzo and Abruzzo Associates have been surveying cultural organizations to find out how they plan for CEO succession. The League of American Orchestras, the Association of Art Museum Directors, the Association of Science and Technology Centers, and other nonprofit trade associations have assisted in administering these surveys. The results, consistent over the years, are noteworthy and somewhat surprising:
Approximately 80% of CEOs and board members surveyed believe succession planning is very important or important, yet less than 20% have engaged in any form of succession planning.
With significant CEO turnover due to retirements over the next five years, and other uncontrolled factors such as CEO firings, CEOs taking other positions, burnout, and death or disability, succession planning is a relevant and important topic.
Managing Transition
CEO transitions are pivotal moments for nonprofit organizations—not just internally, but for donors whose trust and commitment fuel the mission. Too often, succession planning focuses narrowly on governance and search mechanics while overlooking the donor experience and the stability of the development team.
A thoughtful, transparent approach can strengthen donor confidence, retain key fundraising talent, and ensure continuity through change. Here are several best practices to consider.
1. Practice Early Transparency with Key Donors
Major donors should not learn about a CEO transition from a press release. Communicating with them before the search is publicly announced builds trust and reinforces their role as partners in the organization’s future.
Consider sharing:
- The anticipated timeline and search process
- How decisions will be made
- Opportunities to provide feedback or nominate candidates
In many cases, the board chair is the appropriate person to initiate this communication, signaling that the board is actively stewarding the transition and values donor perspective.
2. Thoughtfully Include a Donor in the Search Process
If a search committee is formed, including a respected major donor can be a powerful signal of partnership. The right donor brings:
- Deep understanding of the mission
- Insight into donor expectations
- Credibility with the broader donor community
This should be done intentionally—selecting a donor who is collaborative, discreet, and aligned with the organization’s long-term vision.
3. Reassure the Development Team—Especially the CDO
CEO transitions often create anxiety among development staff, particularly senior leaders who worry about their future under new leadership. This uncertainty can lead to the departure of high-performing fundraisers at exactly the wrong moment.
Boards and interim leadership should:
- Clearly communicate stability and expectations
- Acknowledge the critical role of the development team
- Reaffirm confidence in current leadership
Retention of institutional knowledge and donor relationships is essential during this period.
4. Consider Contracts or Retention Incentives for the CDO
It is not uncommon for a new CEO to want to bring in their own Chief Development Officer. To ensure fundraising continuity, boards should consider offering the CDO:
- A fixed-term contract
- A retention bonus tied to the transition period
These tools help protect revenue, maintain donor confidence, and allow the new CEO to step into a stable fundraising operation.
5. Ensure Donor Relationships Transfer—They Are Not “Owned”
Outgoing CEOs play a critical role in setting the tone for a healthy transition. Donor relationships belong to the organization, not to any one individual.
A successful transition includes:
- Intentional handoffs of key donor relationships
- Joint meetings where appropriate
- Clear messaging that reinforces continuity and shared stewardship
This prevents disruption and reassures donors that the mission—not personalities—drives engagement.
6. Position the CDO to Lead Donor Introductions Strategically
The Chief Development Officer should be responsible for planning and sequencing donor introductions to the new CEO. This includes:
- Prioritizing donors based on relationship history and readiness
- Preparing the new CEO with context and strategy
- Providing ongoing support before and after meetings
A disciplined approach ensures donors feel valued and that early interactions set the foundation for long-term success.
Bottom line: CEO transitions don’t have to create instability. With transparency, intentional planning, and strong collaboration between the board, CEO, and development leadership, organizations can emerge stronger—deepening donor trust while protecting fundraising momentum.