CEO Succession During Turbulent Times, Part 1: Rethinking Readiness

If you’ve ever sat on a Board during a CEO transition, you know the feeling: high stakes, watchful eyes, and uncertainty in the air. For mission-driven organizations, these moments can feel overwhelming. The CEO is more than a leader; they are the guardians of culture, community, and continuity. Transitions always carry high stakes, but during turbulent times, the pressure intensifies. Stakeholders watch closely, resources may become strained, and the pressure to “get it right” grows. However, turbulence doesn’t have to paralyze an organization. When managed well, executive searches in tough times can build trust, sharpen focus, and ensure that purpose, not panic, guides the next chapter. At Shelli Herman and Associates, Inc., we’ve seen this repeatedly. Through hundreds of searches, certain practices consistently emerge—techniques that help organizations manage change with stability, confidence, and clarity. This three-part series explores those lessons: what we’ve found effective, the key choices, and how intentional leadership transitions foster lasting resilience. We’ll start with two practices we see as especially crucial: beginning early and redefining what it means to be “ready” to lead.

Start Before You Need To

It’s one of life’s lessons: making clear decisions is much easier when you prepare and much harder when you react. CEO transitions are rarely as sudden as they seem. Even when a leader’s departure feels unexpected, there are usually signs along the way, like burnout, shifting priorities, or new strategic challenges, indicating it’s time for change. The most effective Boards spot these signals early. They see succession as an ongoing process, not a one-time event. So, when the transition period arrives (and it always does), the organization is ready to move forward confidently instead of scrambling under pressure. The smartest organizations don’t wait. They openly discuss leadership, invest in growth at all levels, and foster a culture prepared for change. That’s how they turn uncertainty into momentum.

Reframe Criteria: Reconsider What “Ready” Really Means

In uncertain times, Boards might be tempted to choose what seems safest: the longest resume, the most recognizable pedigree, or the leader who has “done it before.” Experience as a CEO is valuable, but when it’s the only criterion, Boards risk hiring for yesterday’s challenges instead of tomorrow’s opportunities. The real question isn’t “Who has done this before?” but “Who is best suited for where our organization is now—and where it’s headed?” Instead of judging candidates solely by their titles, consider how they think, adapt, and motivate. From our experience, qualities like adaptability, strategic agility, innovation, and emotional intelligence are much better indicators of success than prior CEO experience alone.

When Second Harvest Food Bank of Orange County began its CEO search, the organization was emerging from a challenging period marked by COVID-related issues that tested its resilience and focus. During this time, the demand for food assistance soared due to the pandemic, creating immense pressure to deliver. With a strong and efficient structure already in place, the organization sought relational depth and adaptable, hands-on leadership—qualities that aren't found in a standard CEO checklist. When the Board launched a comprehensive national search, they expanded the definition of readiness. Instead of seeking someone with prior CEO experience, they looked for a leader who could navigate uncertainty, build trust, and drive transformation.

Claudia Bonilla Keller had already demonstrated she could do exactly that. Her steady, action-oriented leadership as the organization's Chief Mission Officer during the pandemic stood out—not because of her title, but because of her impact. She brought over twenty years of leadership experience across nonprofit and private sectors, including senior roles at the American Heart Association and LA Promise Fund. She developed her outreach skills in corporate marketing and sales roles before discovering her passion for the nonprofit world. Since becoming CEO, Second Harvest has achieved nationally recognized milestones, including becoming the world’s first zero-waste certified food bank and launching Harvest Solutions Farm, which now supplies millions of pounds of fresh produce each year. Claudia’s story illustrates what can happen when Boards broaden their view of experience. They could have chosen the “safe” option—another career CEO with a familiar background. Instead, they looked for leadership qualities that matched their needs: adaptability, humility, vision, and emotional intelligence. Claudia didn’t just meet the moment; she helped redefine what readiness looks like. Follow along as we continue this series, exploring how great Boards prepare for, manage during, and learn from transitions to stay aligned with purpose.