Executive turnover in nonprofits rarely arrives on a clean timetable. Declining generosity, tougher scrutiny of public funding, and a labor market defined by churn can turn a departure into a compounded risk: program drift, staff confidence drops and boards lose their grip on priorities. Sector reporting referenced in Third Sector Company’s work has put annual staff turnover near 29 percent and unfilled roles around 21 percent, conditions that make leadership gaps harder to absorb. Succession planning is still inconsistent, leaving boards to respond in real time rather than prepare for an orderly exit. Interim leadership can protect continuity, but only when the engagement is treated as a transition assignment rather than a stopgap hire.


