3 communication practices to build trust during nonprofit CEO transitions

The nonprofit sector has seen a rise in leadership transitions this year, with 51 CEOs stepping down in January alone. Nonprofits are facing funding instability, policy shifts, and increasing demands to demonstrate impact. Without clear and consistent communication, CEO transitions can lead to uncertainty among internal stakeholders such as employees, board members, and volunteers, as well as external stakeholders like funders and community partners.  

But with careful planning, strategic communication, and proactive steps, nonprofits can reinforce values, sustain momentum, and engage people inside and outside the organization. 

Here are three practices that can help restore confidence during leadership transitions. 

1. Prepare new leaders to communicate with confidence and clarity 

New nonprofit CEOs frequently step into complex dynamics shaped by community expectations, donor relationships, and long-standing values, so they may be inclined to stay quiet in their first months in the role. But they miss a critical window to establish a strong voice that reflects the mission and resonates with internal and external audiences. 

Coaching and communication onboarding during nonprofit CEO transitions can help leaders share their vision with confidence from day one. An effective plan might include: 

• Key messages and talking points, tailored for specific audiences, that introduce the leader and reinforce their alignment with the organization’s mission and values. 
• A 90-day calendar that outlines key milestones, opportunities to connect with internal and external stakeholders and media, as well as the channels the leader will use to communicate. 
• Coordination with outgoing leaders, where possible, to signal unity and continuity to both internal teams and external funders. 

Research from McKinsey shows that organizations that invest in preparing new leaders are 2.4 times more likely to meet their performance goals during periods of change. Early communication and clear expectations reduce fear and uncertainty, helping nonprofit CEOs quickly establish credibility and trust. 

2. Foster an agile culture through open, ongoing communication 

Global employee engagement across sectors declined to 21% in 2024, with managers experiencing the most significant drop. Within nonprofits, where mission-driven work is often fast-paced and emotionally demanding, unclear communication can accelerate anxiety, misinformation, and disengagement.  

Nonprofit CEOs play a critical role in developing agile cultures where internal stakeholders feel empowered to respond to change, take initiative, and contribute to progress. An agile culture fosters flexibility, learning, and collaboration so organizations can navigate uncertainty with confidence. Agile teams adapt better to change, feel more in control, and remain engaged in the mission. Communication is key to this mindset shift. 

Leaders can foster an agile culture through simple, repeatable practices: 

• Share what you know—and what you don’t—early and often. Set clear expectations about roles, governance, program oversight, and decision-making timelines. 
• Prioritize frequent, two-way communication. According to a Gallup poll, employees who have opportunities to provide honest feedback during change are 7.4 times more likely to trust leadership to manage challenges. Host listening sessions with staff, engage in open Q&As with communities, and provide channels for funders to share input. 
• Be visible and present. Show up in staff team meetings, participate in board retreats, visit program sites, and share updates in donor briefings. Let people see your leadership style and hear your perspective. 

These practices signal stability and openness, helping all stakeholders stay connected to the mission, even as the organization navigates uncertainty, and the outcomes of the transition continue to take shape amid current challenges. 

3. Take proactive steps early to build momentum and trust 

Leadership transitions are a critical time to show alignment between values and action. For nonprofits, this often means reassuring internal and external stakeholders that the mission will continue and that new leadership is committed to delivering impact with transparency and integrity. When new leaders quickly follow ideas with action, they build confidence across stakeholder groups: 

• Create opportunities to collaborate on the future direction of the organization through staff input sessions, board planning retreats, community forums, or donor surveys. 
• Communicate early wins that highlight progress on strategic goals and offer clarity about what success looks like—for the organization, its beneficiaries, and its funders. 
• Model values in action, whether that’s through inclusive decision making, mission-first budgeting or public advocacy aligned with the organization’s purpose. 

Nonprofit CEO transitions don’t have to destabilize organizations. With a clear plan and commitment to open communication in place, they can show they are prepared to navigate uncertainty and move forward with purpose. 

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