CEO succession is one of the most high-stakes, emotionally complex responsibilities a board will face.
The risks are significant: reputational damage, strategic drift, shareholder backlash, even leadership paralysis. But while the CEO is often seen as the central figure new research suggests a different reality.
According to CEO Succession: 10 Pitfalls Boards Must Avoid – and the CHRO Practices That Help, published by the Center for Executive Succession at the University of South Carolina and the HR Policy Association, boards with successful CEO transitions share one trait in common: a trusted, involved CHRO.
The report, based on interviews with 44 senior directors of large multinational firms, investors and search firms makes three points crystal clear:
- CHROs are critical in shaping a strong succession process
- High-quality succession outcomes correlate directly with deeper CHRO involvement
- Trust is the non-negotiable: CHROs only influence when they are seen as discreet, objective and business literate
So what does that involvement actually look like? Drawing from the 10 pitfalls outlined in the report, here are seven essential moves CHROs can make to deliver future-fit CEO succession.
1. Make succession strategy, not ceremony
Too many boards treat succession as a compliance box, performative in nature., says the report. The CHRO must reframe it as a business-critical process tied to long-term value. That means:
- Linking succession planning directly to the company’s strategic direction, reframing it as a leadership issue rather than an exit plan
- Using future business needs to shape leadership profiles
- Depersonalising the process through the use of data and structured, repeatable talent reviews to shift the focus from individuals to organisational capability
A strong CHRO shifts the conversation from ‘who’s next?’ to ‘what will this business need five years from now, and who can lead us there?’
“Boards treat succession in a ritualistic way that doesn’t always allow for the deep thinking or debate required. They then fall into a cycle where it feels too superficial to devote more time in the next session – and so it continues” – director interview
2. Start years, not months, in advance
Reactive succession planning is one of the costliest mistakes a board can make. It limits development options, reduces internal visibility and forces rushed decisions.
Just 35% of directors believe their board has ample time to complete CEO succession planning. A third think the board should discuss the issue semi-annually and 30% yearly. The report points out that many boards start the process 12-18 months before an expected transition, which is far too late for meaningful internal development.
The CHRO must push for early, continuous planning by embedding CEO succession into the annual talent cycle, complete with:
- Scenario plans and readiness timelines
- A C-suite succession framework
- Realistic, long-lead development plans
As one director says, boards can be lulled into a false sense of security when a CEO is performing well or expected to stay for years. But strong performance today doesn’t eliminate the need to prepare for tomorrow.
One board found out the hard way. After identifying a strong internal candidate it became apparent that the individual required multiple years of additional experience to master specific roles, prompting an urgent pivot toward a more proactive planning process.
3. Bring future CEO profiles into the present
One of the most under-discussed risks is misalignment between the CEO role and the company’s future needs. Boards often default to familiar leadership styles rather than future-fit capabilities.
CHROs must lead the development of dynamic, strategic CEO profiles that reflect:
- Market shifts
- Growth strategies
- Culture and stakeholder expectations
Profiles should be reviewed annually alongside strategic planning, not recycled from legacy role specs.
“When hiring a CEO, you’re hiring them for the next seven or eight years, not the last seven or eight” – director interview
The report notes that while 72% of directors had reviewed their company’s future strategy, only 58% believed the CEO profile aligned to it. This is the space where the CHRO can add huge value.
4. Expand board visibility into talent
Directors often lack real exposure to internal candidates. They rely on summaries, hearsay or overly curated shortlists. This narrows the board’s view and reinforces bias.
CHROs can:
- Create structured board interactions with internal talent (eg, site visits, strategy days, informal briefings)
- Build a holistic, objective view of candidates using data and behavioural evidence
- Normalise pipeline conversations beyond the executive team
Rather than focus only on immediate successors CHROs should help the board understand the broader leadership pipeline.
“On my best boards, we think about 20 or 30 people in the organisation who are stars. What do we do to get them the skills they need?” – director interview
This approach also builds internal confidence, as emerging leaders can see a tangible path and understand the expectations involved.
5. Protect the board from undue CEO influence
Incumbent CEOs often hold disproportionate power over succession, shaping narratives, suppressing alternatives or favouring their own candidate.
The CHRO’s job is to ensure:
- The board leads the process, not the CEO
- Candidate data is independently gathered and shared
- Role expectations and timelines are agreed across the board, CEO and CHRO
The CHRO plays a key role in managing the CEO–board dynamic to ensure succession stays grounded in governance and objectivity.
“If you’re management, you can wipe out any candidate any day. Boards are naïve about this. CEOs have almost 100% control outside of the event” – process consultant.
The CHRO can play a quiet but essential role in safeguarding fairness, ensuring the board’s process can’t be undermined behind closed doors.
6. Balance development with business continuity
Developing future CEOs through stretch roles is essential but can be disruptive if poorly sequenced. The CHRO must take a macro view:
- Designing rotations that build enterprise experience without destabilising teams
- Providing context to boards when evaluating short-term results in stretch roles
- Creating development scorecards to track progress over years, not quarters
This enables directors to evaluate leadership potential in a fair and structured way.
“You don’t develop a CEO overnight” – director interview
Boards often expect stretch role candidates to deliver results immediately. The CHRO helps reframe performance expectations to reflect learning curves and leadership development.
7. Benchmark without bias
Boards that fixate too early on a single candidate risk confirmation bias and missed alternatives. Others undervalue external candidates due to lack of structured assessment.
CHROs can:
- Bring in external talent benchmarking and structured comparisons
- Create consistent evaluation criteria for internal and external candidates
- Design real-world scenarios to assess readiness and strategic alignment
The CHRO’s job is to keep the process balanced, open and focused on organisational needs.
“A succession that allows the CEO to have only one chosen candidate is not a process, but an ordination” – director interview
By comparing internal and external candidates against the same forward-looking criteria CHROs can prevent false binaries and keep options open.
Four strategic moves every CHRO should make
As the report concludes, effective CHROs don’t just follow process. They lead thinking. That means:
- Lead with the business case: Frame succession as value creation and risk mitigation, not HR compliance
- Start early: Make succession planning continuous, not episodic
- Provide objective insight: Share the uncomfortable truths with calm authority
- Build credibility: Trust is not a given. Earn it with judgment, discretion and strategic fluency
CEO succession will always be complex. With a capable CHRO in place it can also be credible and future-fit.
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