As we approach the end of 2026, many charities and purpose-led organisations will already be looking ahead to the opportunities and challenges that 2027 may bring.

For Boards, this is a useful opportunity to step back from the day-to-day and consider whether the organisation has the leadership, skills and experience it needs for the year ahead.

Board planning is not simply about filling vacancies when they arise. A proactive approach can help identify gaps in skills and experience, strengthen succession planning and ensure Trustee and senior leadership recruitment is aligned with the organisation’s longer-term strategy.

So, is your Board ready for 2027?

Review Your Board Skills

A Board skills review is a straightforward but valuable place to start.

Consider the skills and experience currently represented around the Board table. Do you have the right balance of strategic, financial, governance and sector knowledge? Are there areas where additional expertise would strengthen the Board?

It can also be helpful to look beyond professional experience. Consider the perspectives, networks and lived experience that Trustees bring, as well as the different approaches to leadership, challenge and decision-making.

A skills audit can help highlight both strengths and gaps. It may also identify areas where the Board has become overly reliant on one or two individuals.

The purpose is not to create a checklist of every possible skill. Rather, it is to understand what the organisation needs from its Board now – and what it may need in the future.

Are You Planning for Trustee or Chair Recruitment?

If a Trustee or Chair is due to step down during 2027, it is worth starting the conversation well in advance.

Good Board recruitment takes time. Before beginning a search, the Board should be clear about the contribution it is looking for and how the appointment fits within its wider plans.

For Chair recruitment in particular, it is important to consider the leadership the organisation needs at this point in its development.

Does the organisation need a Chair who can support a period of growth? Someone with experience of organisational change? Strong fundraising networks? Governance expertise? Or perhaps someone who can provide constructive challenge while working effectively with the CEO and wider leadership team?

These questions can help move recruitment beyond simply replacing the previous incumbent.

Think About Leadership Succession

Board planning and executive leadership planning should not happen in isolation.

If your CEO or another senior leader is likely to retire, move on or change role in the next few years, what is the organisation doing to prepare?

Succession planning does not necessarily mean identifying a single internal successor. It means considering the leadership capabilities the organisation will need and understanding the options available if a senior appointment becomes necessary.

This could include developing existing leaders, strengthening the senior team or beginning to understand the external talent market.

For Boards, having these conversations before a vacancy arises can provide greater choice and reduce the pressure to make a rushed appointment.

Consider What Leadership Your Organisation Will Need in 2027

The leadership requirements of an organisation can change significantly over time.

A role that was right for the organisation three years ago may need to evolve as its strategy, income, operating environment or ambitions change.

Before beginning a senior recruitment process, ask:

• What are the organisation’s priorities for the next three to five years?
• What leadership capabilities will be critical to achieving them?
• What challenges will the new leader need to address?
• Does the current structure provide the right level of expertise and capacity?
• Are there skills missing within the senior team?
• What should success look like in the first year?

These questions can provide a much stronger foundation for a recruitment process than starting with a job description alone.

Preparing for Senior Recruitment

If you anticipate recruiting a CEO, Director or other senior leader in 2027, early preparation can make a significant difference.

Consider the timing of the appointment, the likely candidate market and the level of search required. Think about who should be involved in the process and whether the Board has the capacity to manage a senior appointment alongside its existing responsibilities.

It is also worth considering the proposition you will offer candidates. Salary is important, but senior candidates will also want to understand the organisation’s purpose, culture, ambitions and challenges.

A clear and compelling brief can help attract the right candidates and ensure that everyone involved in the process is aligned from the outset.

Use 2027 Planning to Strengthen Your Board and Leadership

The best time to think about succession and recruitment is rarely when a vacancy has already arisen.

Taking time now to review your Board, consider upcoming Trustee and Chair appointments, and think about future senior leadership needs can give your organisation greater clarity and more options.

For charities and purpose-led organisations, leadership appointments can have a significant impact on strategy, culture and the organisation’s ability to achieve its purpose. Thoughtful preparation is therefore well worth the investment.

At AWS Executive, we support organisations with Chair, Trustee, CEO and senior leadership recruitment, providing a tailored and research-led approach to finding the right people for the role and the organisation.

If you are planning a Board or senior leadership appointment for 2027, we would be pleased to discuss how AWS Executive can help.