ICSO Executives success patterns - Phase II: Board Chair Perspectives

International civil society organisations play an essential role in addressing some of the world’s most pressing challenges, from humanitarian crises and public health threats to poverty reduction and human rights. Recent funding cuts have highlighted just how critical these organisations are, with many being forced to scale back services and programmes, reversing hard-won progress in communities around the globe. As these pressures continue to grow, the importance of strong and effective leadership has never been greater.

Building on our 2025 research into the success factors of chief executives at international civil society organisations (ICSOs), this second phase examines the perspectives of board chairs. Through interviews with current and former board leaders from a diverse range of organisations, we explored how boards identify and recruit chief executives, foster productive working relationships, and provide the support leaders need to succeed.

Our earlier research revealed that while external pressures such as political instability, funding uncertainty, and increasing stakeholder demands create significant challenges, executive turnover is more often driven by internal factors. In particular, chief executives were most likely to struggle when they lacked a strong relationship with their board chair or did not receive adequate support from their board on strategy, crisis management, and key organisational decisions.

This latest study focuses on the board’s role in creating the conditions for leadership success. It explores how boards can strengthen executive recruitment, succession planning, leadership development, and retention, while ensuring that chief executives have the guidance and partnership needed to navigate increasingly complex environments. The findings offer practical insights for boards seeking to build effective leadership and enhance organisational impact in a time of unprecedented change.