For organizations

Every board ages. Board members leave, burn out, or simply become too busy. That is when the board faces a question many organizations ask too late: who will take over?

Recruitment and succession planning are not crisis management—they are integral parts of good governance. Organizations that address this systematically rarely run into trouble when someone leaves.

Start early—don't wait until it’s too late

The most common mistake is waiting until a board seat is already vacant to start looking. That creates a sense of urgency, and haste leads to compromises. You end up choosing someone simply because they are available, rather than because they are the right person for the job.

It is better to keep a continuous eye out for people within or around your organization who show potential. Someone already involved as a volunteer, someone who asks questions at meetings, or someone who radiates energy—these are the people to watch.

Discuss which board members’ terms are ending within the next one to two years during your annual board evaluation. This gives you time to search without feeling rushed.

Where can you find new board members?

Your own membership base is the most obvious place to look, but it isn't the only one. Consider these options as well:

Volunteers within your organization. They already know the organization, are committed, and understand what the role entails. A volunteer who moves up to the board also brings valuable practical knowledge.

Former board members. Someone who previously served on the board but left due to a lack of time might have the capacity to return now. A quick conversation costs nothing.

Your network. Ask other organizations, neighborhood teams, or the municipality if they know anyone looking for a board role. Volunteer support centers often maintain lists of people interested in getting involved.

Job platforms. There are platforms where people sign up for board and committee roles. Look for regional volunteer platforms or national platforms specifically aimed at board volunteers.

What do you require of a board member?

Define this clearly before you start recruiting. A vague call to action ("we’re looking for enthusiastic board members!") rarely attracts interest. A clear description helps candidates assess whether the role is a good fit—and helps you ask the right questions.

At a minimum, outline what the role entails, the time commitment involved (be honest), the specific knowledge or skills you are looking for, and the duration of the term. If you are specifically looking for someone with a financial background or experience in communications, simply say so.

Diversity is not just a box to tick

A board composed of people with the same background, age, and network has a blind spot. This is not a moral judgment, but a practical reality: you miss out on certain perspectives.

When recruiting, consciously consider who is missing. This could relate to age, background, or experience, or simply the question: who knows something that we don’t? Diversity within a board improves decision-making—provided there is also room to express differing opinions.

Handover: ensure knowledge doesn't walk out the door

When a board member leaves, knowledge leaves with them—knowledge regarding ongoing projects, key contacts, unrecorded agreements, and routines that seem second nature but aren't obvious to a newcomer.

A proper handover prevents you from discovering, weeks later, that the departing member was the only one who knew how the grant application process worked.

Build in a handover period of at least two to three months. Have the outgoing and incoming board members attend a few meetings together. Ensure there is a handover document—not a novel, but a concise record of key ongoing matters, contacts, and passwords.

Also, document what went well and what could be improved. This is valuable information for the successor and helps the organization learn from its own experiences.

Saying goodbye matters, too

Ensure a dignified departure. A word of thanks, a small token of appreciation, a moment of recognition—these may seem like small gestures, but they make a difference. People who leave an organization on a positive note often remain ambassadors. Those who feel unnoticed tend to slip away quietly—sometimes ceasing to be volunteers or donors altogether.

Start before the first meeting

A new board member is an asset—but only if they know what is expected of them. Without a proper onboarding period, it can take months for someone to make a real contribution. A little structure makes the process much faster.

Don’t send a new board member to their first meeting empty-handed. Provide the following beforehand:

• The statutes and board regulations
• The most recent minutes (at least from the last two meetings)
• The current budget or annual financial statements
• A brief overview of ongoing projects and pending decisions

This material can be read in an hour and provides immediate context. Without it, new board members spend their first few meetings mostly just trying to catch up.

Schedule an introductory meeting

A conversation with the chairperson or an experienced board member is worth more than a stack of documents. Discuss the organization's current priorities, the new member's role, what is going well and what could be improved, and the unwritten rules—which aren't documented anywhere but always exist.

This doesn't have to be a formal meeting; a cup of coffee will suffice.

Make room for questions

New board members often don't know what they don't know. Explicitly encourage them to ask questions—even "stupid" ones. Designate someone as their point of contact for the first few months.

In practice, new board members sometimes drop out because they feel insecure but don't dare approach anyone. That is a waste of the enthusiasm they started with.

Define expectations

Clearly establish the details at the outset: the average monthly time commitment, the frequency of board meetings, specific duties, and the length of the term. This prevents disappointment on both sides. Losing a board member after six months because the time commitment turned out to be much greater than expected is a loss for everyone.

Evaluate after three months

Schedule a brief review session after three months. How are things going? What does the new board member need? What aspects of the onboarding process itself could be improved?

Many organizations have used the same unstructured onboarding process for years, even though a few small adjustments can make a real difference.

Next step

At the next meeting, discuss which board terms are expiring over the coming two years and identify potential successors you already have in mind.