Change is a constant in the social profit sector. Leaders come and go, fundraisers step into new causes, and organizations evolve to meet the moment. But what does all this movement mean for the organizations themselves, the people who lead them, and the sector as a whole?
At The Discovery Group, we work closely with organizations navigating growth and leadership transitions every day. We’ve seen firsthand how leadership movement can be both a catalyst for renewal and a challenge for continuity.
The Organizational Perspective
When people move, organizations change. And often, that’s a good thing.
Fresh energy, new ideas, and the transfer of best practices from other organizations can breathe new life into long-standing systems. Movement helps prevent the dreaded “we’ve always done it this way” mindset and creates space for internal succession and leadership growth.
It can also be an opportunity to bring in specialized expertise (like digital fundraising, DEI, or capital campaign experience) that modernizes an organization’s approach. Exit interviews, honest conversations about why people leave, and even the rare “stay interview” can also become powerful tools for reflection and retention.
But there’s no denying the strain turnover can cause. Talent loss can stall momentum, delay projects, hurt morale, and make donors uneasy. Without a strong CRM system or clear stewardship processes, valuable relationships can be lost in transition. Recruitment and onboarding take time and resources, and when key roles sit vacant, opportunities slip by.
Although it may be frustrating to train and develop someone only to see them move on, as leaders it is our responsibility and obligation to ensure people are learning, growing, and ready for what’s next.
The Leadership Perspective
For executives and fundraisers, movement can be a natural part of growth. It allows individuals to find organizations that align with their values, gain exposure to different organizational models and governance, and expands their professional networks. Each new experience adds another tool to the leadership toolbox, where transitions act as defining moments in a career that marks growth and renewal. This is particularly true early in peoples’ careers, as they find the causes and roles that most resonate with them.
However, frequent transitions can come at a cost. Burnout and emotional fatigue increase when leaders feel they must move to grow. Leaving behind relationships with donors, staff, and communities can take an emotional toll, and without proper mentorship or succession planning, those left behind can feel uncertain, anxious, or unsupported.
The Sector Perspective
At the sector level, movement can create a vibrant cross-pollination of ideas and innovation. Investment in executive search and leadership recruitment has helped professionalize the social profit space, creating greater transparency around compensation, expectations, and culture.
Still, risks remain. Too much movement within the same leadership pool can limit diversity and fresh perspectives. Rural, remote, and smaller organizations can struggle to attract or retain talent when larger charities offer higher wages and greater flexibility.
A recent report from Carleton University’s Centre for Philanthropy and Policy Research highlights the growing HR pressures facing the social profit workforce, revealing that 65% of nonprofits were experiencing challenges in recruiting and retaining skilled employees. These challenges are especially true as generational expectations shift, leadership pipelines narrow, and burnout and workload pressures increase.
The Tenure Truth
There’s a perception that early-career professionals “job-hop” more than they should, but recent data from the shows that younger workers aged 25-34 have a median tenure of 2.7 years compared to 9.6 years for workers aged 55-64 (Bureau of Labor Statistics), suggesting shorter tenures are a natural part of career exploration rather than sector-specific instability. Once professionals find their niche, they tend to stay significantly longer.
As work environments continue to evolve, organizations must consider how policies around flexibility, location, and scheduling affect attraction and retention. For instance, the growing trend toward more structured in‑person work may strengthen collaboration for some teams, but they can also present challenges for families, caregivers, and individuals with diverse learning or working styles who have thrived in more flexible environments.
According to The Chronicle of Philanthropy, thousands of women have left the workforce despite historically high participation rates, and social profits stand to lose key female talent if flexible work options roll back. In a sector that has long been highly gendered and dependent on adaptable work models, these changes carry weight. Flexibility remains essential for maintaining balance, equity, and accessibility across roles and life stages, and for preserving the sector’s capacity to retain top leadership.
Navigating Movement Responsibly
Leadership movement doesn’t have to mean disruption. When approached thoughtfully, it can strengthen both the individual and the organization.
At The Discovery Group, we know that leadership transitions shape the trajectory of an organization. Through our Executive Search practice, we help social profit organizations navigate these moments confidently, by connecting them with leaders whose skills, vision, and values align with their mission. Our approach is rooted in partnership: understanding the culture, aspirations, and challenges of each organization to ensure a transition that’s not just successful, but sustainable.
Responsible leadership transitions are about more than filling a role. They’re about stewarding continuity, while creating space for renewal. That means supporting both the departing and incoming leaders, ensuring knowledge transfer, and maintaining trust with staff, donors, constituents, and the broader community.
Search firms play a powerful role in this process. We bring structure, objectivity, and sector insight to recruitment, ensuring a fair and inclusive search process that identifies leaders who will truly thrive. The most successful transitions happen when boards and senior teams are engaged partners, ready to invest the time, reflection, and communication needed to move forward effectively.
Boards hold the responsibility to pause and ask:
- What organizational needs or opportunities are driving this change?
- How are we supporting the team through transition?
- What lessons can we learn from past departures?
- How will we maintain stability for donors, stakeholders, and staff?
Finally, one of the most important questions we can ask as a sector is not how to keep people from moving, but how to keep them growing within the social profit space. That requires investing in professional development, supporting mentorship, promoting equity in pay and opportunity, and building workplaces that prioritize balance, belonging, and purpose.
When transitions are handled with intention and care, movement isn’t a loss. It’s a sign of evolution, resilience, and a thriving sector that continues to grow stronger through change.
Every transition is an opportunity to grow stronger. Reach out to The Discovery Group to learn how we can help you find and support the leaders who will carry your mission forward.
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