What Nonprofits Can Learn from Astronomer's Lightning-Fast Succession
A CEO goes to a concert on Wednesday. By Saturday, they've resigned and a new interim leader is in place. While the internet obsessed over the why, I'm more interested in the how - because this 72-hour leadership transition offers nonprofits a masterclass in crisis succession planning.
If you're a nonprofit executive or board member, you need to pay attention to what Astronomer did right - and what your organization probably isn't prepared for.
My analysis flips the narrative from scandal to systems - and is a case study in rapid succession execution rather than dwelling on the personal drama that is by now oversaturated. Let’s sidestep the major missteps of both parties involved (not to mention everyone who knew) and cut straight to what you need to know as a nonprofit leader.
REALITY CHECK
Let's be honest: most nonprofit boards think succession planning means having a dusty binder somewhere with outdated emergency contacts. But modern crises move at the speed of social media, not board meetings.
Astronomer's situation went from private moment to public crisis to CEO resignation in under 96 hours. Their board didn't have months to deliberate or hire consultants. They needed a leader immediately.
And here's what they got right: they had a co-founder ready to step in as interim CEO. Not a placeholder, not a "we'll figure it out later" solution - someone with operational knowledge who could keep the ship steady.
1 - KNOW YOUR INTERNAL BENCH
Most nonprofit boards spend succession planning time dreaming about external candidates. Big mistake. Your first line of defense isn't a recruitment firm - it's your existing leadership team.
Astronomer's Pete DeJoy didn't just happen to be available. He was already Chief Product Officer and co-founder. He knew the business, the team, the vision. When crisis hit, he could step in without learning the organizational DNA from scratch.
Ask yourself: who on your current team could run your organization tomorrow? Not perfectly, not permanently, but competently enough to maintain operations while you figure out the long-term plan?
If your answer is "nobody," that's your first succession planning priority.
2 - SPEED BEATS PERFECTION
Astronomer's board made a decision in hours, not weeks. They accepted the resignation, installed interim leadership, and communicated publicly - all while the internet was still buzzing about the initial incident.
Nonprofit boards often get paralyzed by process during crises. "We need to form a committee." "Let's hire an executive search firm." "We should do a listening tour."
No. In crisis mode, your job is stabilization first, optimization later. Get competent leadership in place, maintain donor confidence, keep programs running. Perfect can wait.
3 - COMMUNICATION IS DAMAGE CONTROL
Notice what Astronomer's statements didn't say? No details about the investigation. No personal attacks. No defensive explanations. Just: "Standards weren't met. Leadership has changed. We're moving forward."
Nonprofit boards often over-communicate during leadership crises, thinking transparency means sharing every messy detail. Wrong. Your stakeholders - donors, clients, staff - need confidence, not gossip.
Craft your messaging around three points: What happened (brief), what you're doing about it (concrete), and how you're protecting the mission (forward-looking).
4 - THE MISSION IS BIGGER THAN ANY ONE PERSON
DeJoy's first public statement hit the right note: "We're here because the mission is bigger than any one moment." Not defensive, not apologetic - just redirecting focus to organizational purpose.
This is where nonprofits have an advantage over for-profits. Your stakeholders aren't just invested in leadership personalities - they're invested in outcomes. Homelessness doesn't pause for CEO transitions. Scholarship recipients still need support. Your programs matter more than your personnel drama.
Use that. Make your succession planning about mission continuity, not just leadership replacement.
ACTION ITEMS FOR YOUR BOARD
Here's what you should do differently after reading this article:
Audit your internal bench. Identify who could step into interim executive roles for 3-6 months. Not just your COO or Deputy Director - think program directors, development leaders, anyone with operational credibility.
Pre-draft your crisis communications. Template statements for different scenarios: resignation, termination, health emergency, scandal. Don't wait for crisis to craft messaging.
Establish rapid decision-making protocols. How does your board make emergency decisions? Email votes? Emergency meeting procedures? Figure this out before you need it.
Update emergency succession annually. Not just the CEO or Executive Director - key program staff, development director, finance manager. Who keeps things running if multiple people exit?
Practice scenario planning. Board retreats shouldn't just be vision casting. Run crisis simulations. What happens if your CEO or Executive Director becomes unavailable tomorrow?
Astronomer went from crisis to stabilization in 72 hours because they had systems in place, not just because they got lucky. Their new CEO is already talking about moving forward, not relitigating the past.
Your nonprofit deserves that same resilience. Because in a world where crises move at internet speed, your succession planning better be just as timely.
* Visit https://www.naomihattaway.com/assessment to learn what transition archetype your organization is, and how you can improve your transition readiness. If your board needs succession planning support, that's exactly what we do at Leaving Well, get in touch!