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Start with future capability
Review strategy and the major choices expected over the next stage of the business. Identify the experience the board will need to examine those choices well. A board skills matrix helps compare those requirements with current coverage.
Separate enduring board needs from specialist input required for a single transaction. Not every temporary knowledge gap calls for a permanent appointment.
02 /
Map likely changes and concentration
Record expected changes in availability, planned departures and any known appointment arrangements. Check the governing documents and obtain advice on the process that applies to your company. Check the appointment and tenure rules that apply to your company.
Identify capabilities or relationships concentrated in one person. Continuity planning should address the knowledge that might be lost as well as the seat that becomes vacant.
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Prepare the appointment process
Agree the role requirements, decision process and information candidates need. Consider conflicts, time commitments and the ability to contribute to collective decisions. Document the reasoning behind the preferred capability mix.
A board effectiveness review can reveal process or information problems that recruitment alone will not solve.
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Plan induction and review
Give an incoming director a structured introduction to the business, its financial position, risks, strategy and governance arrangements. Agree how knowledge will be transferred and who supports the process.
Review the succession plan after a strategy change, departure or appointment. For a group whose purpose is advice rather than formal directorship, clarify the distinction with our advisory board guide.
Use this in your business
Director succession register
| Record | Working prompt |
|---|---|
| Future need | Which strategic choices require which capabilities? |
| Current coverage | Who provides that experience and where is it concentrated? |
| Expected change | Known timing, availability and appointment arrangements. |
| Response | Development, specialist input or recruitment. |
| Process owner | Who prepares, decides and documents the next step? |
| Handover | Information, relationships and induction support. |
| Review trigger | Date or event that requires another look. |
A practical example
Two departures in the same period
An illustrative board may expect two experienced members to leave within a similar period. Planning early allows it to consider capability, induction and knowledge transfer together. Simply filling each vacancy when it arises could leave a temporary gap in both experience and organisational understanding.
Your next move
Plan the next stage of your board
Bring the board's future decisions and expected changes. We can help turn those into a practical continuity and capability plan.
Plan the next stage of your board