The Good, Bad, and Ugly of Succession Planning: A Comparative Perspective By Karl Besel, Ph.D., Arturo Flores, Ph.D., and Chae Young Chang, Ph.D. Karl Besel, Ph.D., is professor of public administration and health management at the School of Public and Environmental Affairs, Indiana University Northwest in Gary. Arturo Flores, Ph.D., is a lecturer and researcher at Universidad Anáhuac, Naucalpan de Juárez, Mexico. Chae Young Chang, Ph.D., is assistant professor at the School of Public and Environmental Affairs at Indiana University Northwest. In this article, the authors provide a summary of succession planning strategies (or a lack thereof) that are being implemented by nonprofts in the United States, Europe, and Latin America and discuss how nonproft organizations, nationally and internationally, can begin to develop cultures of intentional succession planning. S uccession planning may be a part of the nonprofit management lexicon (at least in some countries) but that doesn’t necessarily mean that boards are actively involved in facilitating leadership transfer at the CEO level in an intentional, thought- ful manner. Sarbanes-Oxley may be the law of the land as mentioned in a recent article in Board Leadership, 1 but comprehensive studies of succession planning show that the “rose glasses approach” that Froelich, McKee, and Rathge found in their comprehensive analysis of approximately 200 US non- profits that most boards follow, still holds true today. 2 The Boardsource survey of 214 nonprofit organizations found that only 27% of nonprofit organizations had a written executive succession plan. 3 Both studies indicate that the rose glasses approach probably stems from the paradox of a long-serving leader imparting a mindset of stability. The current study expands this dialogue outside the United States, particularly in the health and human services sec- tor. From our in-depth ethnographic interviews with approximately 20 nonprofit executives from the United States and about 20 executives/ administrators from Germany, Mexico, Colombia, and Cuba from 2013–2019, we found that most nonprofit boards have not implemented intentional suc- cession planning approaches. In the following section, we detail the major themes gleaned from the interviews, along with a discussion of how these areas aligned with govern- ment publications and research articles NUMBER 173, JAN.–FEB. 2021 www.wileyonlinelibrary.com/journal/bl BOARD LEADERSHIP INNOVATIVE APPROACHES TO GOVERNANCE View this newsletter online at wileyonlinelibrary.com Board Leadership • DOI: 10.1002/bl • Jan.–Feb. 2021 (continued on page 2) ALSO IN THIS ISSUE Time to Retire the CEO-Board Chair Role? .................. 4 News ....................... 5 How to Use Social Media & Virtual Meetings to Improve Your Board’s Governance ....... 6 CALENDAR OF EVENTS MARCH 23-25 2021 Nonprofit Technology Conference Virtual Course The 2021 Nonprofit Technology Conference, produced by NTEN: The Nonprofit Technology Network, will be held virtually March 23-25. According to organizers, this event typically draws some 2,000 attendees from across the philan- thropic sector, including IT staff, executive directors, development officers and nonprofit boards, that use technology to serve their com- munities and make positive change. With over 100 live, interactive sessions, thought-provoking and inspiring keynote speakers, and opportunities to connect with the community and sponsors, the 2021 Nonprofit Technology Conference is designed to help attendees reinvigorate their work and bring that renewed passion back to their community. This year’s conference will include: • Over 100 live, interactive sessions featuring practical and tactical strategies to address today’s challenges. • A participatory online experience where you can connect with others, engage with session presenters, and attend networking and community events. (continued on page 8)