When Succession Becomes a Story: Why Communications Can Make or Break Leadership Transitions
CEO transitions are never just internal events — they are moments of truth that can redefine an organization’s reputation in the eyes of every stakeholder. The stakes are immense: investors demand clarity, employees look for reassurance, regulators expect transparency and customers want continuity. When communication is mishandled, uncertainty fills the void, and confidence in leadership evaporates. That’s why succession planning without a communications strategy isn’t a plan at all.
At Hennes Communications, we’ve counseled CEOs, nonprofit boards and government leaders through some of the most high-pressure transitions of their careers. Our vantage point has shown us one undeniable fact: the difference between a smooth handoff and a destabilizing crisis almost always comes down to how the story is told. The leaders who succeed are those who don’t just plan the what and when of succession, but also the how and why of communicating it.
Too often, communications is treated as an afterthought — a press release drafted once decisions have already been made. But stakeholders today are sharper, faster and more skeptical than ever. They can spot hesitation, inconsistency or lack of alignment instantly, and they respond with disengagement or distrust. Managing this environment requires discipline, foresight and the ability to anticipate tough questions before they’re even asked.
Our expertise lies in making sure leaders are prepared for exactly that moment. We don’t just help announce change; we help control the narrative, reinforce trust, and safeguard continuity when organizations are most vulnerable. In today’s environment of unprecedented CEO turnover, that capability isn’t optional — it’s mission-critical.
From Diana Marszalek, writing for Provoke Media…
With CEO turnover on the rise, communications remains a commonly overlooked part of succession planning, even as its role in maintaining trust and continuity grows more critical.
We saw that in May, when Berkshire Hathaway billionaire Warren Buffett announced his retirement, the timing of which was kept so under wraps that even his designated successor, Greg Abel, didn’t see it coming.
“That moment really struck me,” said Seth Linden, president and partner at Dukas Linden Public Relations. “I was surprised that Greg Abel didn’t know the announcement was coming — and that Warren Buffett made it on his own. I found myself head-scratching on that one.”
The Berkshire Hathaway moment highlights the broader issue facing corporate leadership: communications around succession is still often treated as something to be dealt with later on, rather than an integral part of leadership planning. Yet in 2023, more than 1,900 US-based CEOs left their roles, the highest number recorded since Challenger, Gray & Christmas began tracking the data in 2002.
“Communications should never be just an announcement,” Linden said. “If an organization knows there may be a change in the next three to five years — or sooner — they need to start thinking now about how that transition will be communicated, internally and externally.”
When that doesn’t happen, the consequences go beyond a messy rollout.
“Succession planning is intrinsically connected to reputation and stakeholder management,” said Matthew Doering, CEO and founder of Global Gateway Advisors. “It ensures continuity of confidence, trust, and stability.”
Doering said CEO transitions typically fall into one of three categories, each with its own communications risks: founders whose successors must live up to a defining legacy; transformational leaders whose replacements are expected to sustain momentum without signaling stagnation; and sudden or forced exits, which can quickly become a crisis if handled poorly.
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