Few corporate acts are more momentous than selecting a new CEO. Despite this being one of the board’s primary responsibilities, directors often lack insight into how their peers approach this critical task.
In fact, it is one of the most common questions posed to Russell Reynolds Associates when speaking with board leaders about CEO succession planning. Our research reveals one of the consequences of directors not knowing how to approach this effort, or what “good” CEO succession practices look like: Only half of director respondents to the 2025 Board Culture and Director Behaviors Study report having the ability to appoint an internal successor is one was needed tomorrow.
Read the full article, co-written with Dean Stamoulis, and published by Directorship Magazine.