Invest in People, Not Just Positions

Leadership is the lifeblood of a successful chamber of commerce. But it’s not just the top seat that matters. From the CEO to committee chairs, event coordinators, and volunteers, effective leadership ensures organizational resilience, long-term vision, and a thriving business community.

Yet many chambers, particularly smaller ones, find themselves unprepared when a leader steps down. And that’s mainly because they’re focused on the wrong thing. They’re worried about their board leadership but there’s more at stake than just the chairman. Without a larger-scale succession strategy in place, continuity falters, momentum slows, and institutional knowledge is lost.

Chambers must approach leadership succession not as a reactive necessity, but as a proactive and ongoing strategy that permeates every level of the organization.

Whether you're cultivating the next president or developing fresh committee talent, intentional planning ensures your chamber can meet the needs of its members today—and well into the future.

Why Leadership Succession Matters for Chambers

Unlike corporations with well-funded HR departments, chambers often rely on lean teams, board volunteers, and time-strapped business leaders. This makes it even more critical to plan for succession.

The stakes are high including:

Continuity of programs and initiatives

Retention of historical knowledge and relationships

Stable reputation and member confidence

Sustained innovation and relevance

Succession isn’t just about filling vacancies—it’s about building a pipeline of mission-aligned leaders who can step into key roles confidently and capably.

Career Pathing: Cultivating Leadership from Within

One of the most effective strategies for succession is career pathing—offering a visible, guided progression from one leadership opportunity to the next. For chamber professionals and volunteers alike, this creates clarity and motivation.

Here’s how to apply career pathing at a chamber:

1. Staff Development Paths

Encourage and support mobility by mapping out potential growth tracks among your current positions.

If you only have a single paid staff position, don’t ignore the importance of professional development. Additionally, consider creating “grooming” of volunteers for increasing responsibilities toward future paid staff position(s).

Offer:

Cross-training opportunities across departments/positions

Leadership training via chamber conferences (e.g., ACCE, WACE)

Mentorship from more experienced staff or board members

2. Volunteer and Committee Leadership Tracks

Create a progression for volunteers. Keep great volunteers connected and challenged.

Ambassador → Committee Member → Committee Chair → Board Member

Program Participant (e.g., Leadership Program) → Alumni → Speaker/Facilitator → Advisory Board

Recruiting Leaders Across the Chamber

At every level of the chamber—from staff to board to program alumni—you need a deep bench of engaged, capable leaders. Succession starts with smart recruitment.

For Staff Roles

Use your network wisely. Chambers are uniquely positioned to recruit from among their own members and engaged partners. When hiring:

Look beyond résumés to people with a passion for community

Seek out those with previous volunteer or committee experience

Use behavioral interviews to assess long-term vision and mission alignment

Don’t Forget Career Ed

Create partnerships with local colleges and workforce programs to access emerging talent and offer internships that can lead to permanent hires.

For Committees and Task Forces

Often, chambers wait for people to raise their hand. Flip the script—go out and ask. Use personal invitations, especially for:

People who regularly attend events but aren’t yet involved.

Recent Leadership Program grads. They’ll likely be inspired by their learning and want to do more in the community.

Professionals from underrepresented sectors or backgrounds.

Design committee roles with specific, time-bound responsibilities so people understand the commitment and feel confident saying yes.

For the Board

Board recruitment should be intentional and tied to your strategic goals. Conduct a Board Matrix Assessment each year. This should include conversations about:

Where are we lacking skills (finance, marketing, advocacy)?

What industries, geographies, or demographics are missing?

Then tap your internal pipeline. Look for people in the community who can round out and balance your existing board. Use nominating committees to vet and approach candidates personally. Clearly communicate expectations, time commitments, and benefits of serving.

Building a Leadership Pipeline

Creating a leadership pipeline is an ongoing process, not a one-time initiative. The goal is to continuously engage, educate, and elevate potential leaders across your ecosystem.

Here’s how:

Establish a Leadership Development Program

Programs like Leadership aren’t just community-focused—they're also succession incubators. Use them to identify:

Thoughtful, engaged professionals

Emerging young leaders

Industry influencers who can serve later in board or advocacy roles

Include sessions on governance, chamber operations, and public service to build a well-rounded base.

Create Alumni Networks

Leadership alumni are already bought in to your mission. Keep them connected through:

Hosting alumni mixers or speaker panels

Inviting them to volunteer or serve on committees

Providing advanced leadership training for returning participants

The more you nurture alumni, the more likely they’ll serve again in greater capacities.

Formalize Mentorship

Match new volunteers or staff with seasoned leaders. This can be informal (coffee chats) or structured (monthly check-ins), but it provides knowledge transfer, confidence building, and connection to the mission and broader vision. Mentors also benefit. Many of them rediscover their passion through teaching.

Build a Culture of Recognition

Leadership is sustained through appreciation. When people see you lauding your leadership, they’ll want to be a part of that community. Celebrate things like committee chairs completing their terms, staff members learning new skills through certifications, and board members stepping into officer roles.

Public recognition (social media, events, newsletters) reinforces your leadership pipeline and signals opportunity to others.

Ask Your Young Professionals

Don’t forget your Young Professionals group. Identify leaders within the group and find out what their career goals are. Do you have someone who loves marketing and social media? How might they grow their skills with the chamber?

Planning for Executive Transitions

Executive staff transitions, particularly for president/CEO, demand added care. Savvy planning includes creating an emergency succession plan in the case of a sudden departure. You should also document institutional knowledge and relationships. An operations manual, even if it’s only bullet point processes, can help.

Involve the board in regular performance reviews and future planning. Create internal leadership opportunities that prepare others to step up, even temporarily.

If an internal successor isn’t yet ready, your leadership pipeline may still provide interim options while a search is conducted. There may even be a former executive or chamber staffer in a neighboring community who can assume the role temporarily.

Leadership Is a Living System

Leadership is not just a seat to fill, but a system to cultivate. By embedding succession strategies into every aspect of your chamber—from staff career pathing to committee engagement—you’ll create a chamber that adapts, evolves, and leads well into the future.

Succession planning isn't just about the next leader. It’s about building a culture where leadership is shared, developed, and continually renewed.

Your chamber’s greatest strength isn’t its building, budget, or brand. It’s the people willing to step forward—and the systems you create to help them grow.

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