After more than 30 years working across local, state and national sport and still being very much in the trenches of community clubs, I’ve seen firsthand what keeps clubs moving forward… and what quietly causes them to drift.
One of the biggest missed opportunities in community sport is succession planning.
Not because clubs don’t care.
Not because they don’t value their people.
But because, in reality, succession planning is hard.
It requires time, honesty, and a willingness to change how things have always been done. And for community sporting clubs already stretched thin, that can feel like just one more thing on an already full deck.
But here’s the reality: Clubs that invest in succession planning don’t just stay afloat they become stronger, more sustainable, and far less reliant on a handful of people holding everything together.
Through running workshops and working directly with clubs, I consistently see the same barriers emerge. The good news? They can be navigated.
The Real Barriers (and What They’re Telling Us)
1. “We just don’t have the volunteers”
For some clubs, this is a very real challenge. Participation numbers may be declining, communities are stretched, and the same small group of people are being asked to do more and more.
But even in clubs with limited numbers, how roles are structured and communicated can make a significant difference.
Large, undefined roles can feel overwhelming especially when people are already time poor. When clubs break these roles into smaller, manageable tasks, they often uncover capacity they didn’t realise they had.
What helps:
- Breaking roles into bite-sized tasks
- Promoting micro-volunteering opportunities
- Looking beyond the “usual suspects” (parents, life members, local businesses)
- Clearly communicating the benefits of getting involved
- Look into external opportunities to recruit what you need
Even in smaller clubs, succession planning can help steady the ship, not add to the pressure.
2. “People don’t want to step up”
Often, it’s not reluctance, it’s a lack of confidence.
Many potential leaders are watching, waiting, and wondering if they’re capable.
What helps:
- Mentoring and shadowing opportunities
- Leadership development and governance training
- Framing roles as skill-building opportunities (great for younger members)
- Having informal, one-on-one conversations
People are far more likely to step forward when they feel supported, not thrown in the deep end.
3. The same people doing everything
We’ve all seen it, the club runs on a small group of dedicated individuals.
While their commitment is incredible, it’s also one of the biggest risks to sustainability.
What helps:
- Introducing role rotations or term limits
- Creating assistant or deputy roles
- Encouraging shared responsibility
- Making workload visible so others understand the pressure
Succession planning isn’t just about replacing people; it’s about redistributing responsibility.
4. No clear handover process
Too often, knowledge lives in someone’s head… until they leave.
And when they do, the next person starts from scratch.
What helps:
- Simple documentation of key tasks and contacts
- Shared folders for easy access
- Checklists for recurring activities
- Structured handover meetings
- Ongoing mentoring in the first few months
Good handovers don’t just transfer information, they build confidence.
5. Constant turnover
Volunteer turnover is normal, but unmanaged turnover is where problems begin.
What helps:
- Staggering committee terms
- Planning succession over a 2-3 year period
- Keeping a register of potential future leaders
- Regular “succession check-ins”
Succession planning should be ongoing, not something that only happens at AGM time. Make it part of the clubs culture.
6. “We can’t find the right people”
Often, the right people are already in your club, you just don’t know it yet.
What helps:
- Conducting a skills audit
- Asking members about their backgrounds and experience
- Recruiting based on skills, not just availability
- Tapping into life members and past players
- Investing in upskilling volunteers
Clubs are full of untapped potential, you just need to uncover it.
7. Resistance to change
“We’ve always done it this way” is deeply embedded in many clubs.
And it comes from a good place – protecting tradition.
What helps:
- Clearly communicating the “why” and the benefits
- Starting small rather than overhauling everything
- Sharing success stories from other clubs
- Involving members early
- Transparency is key
Succession planning isn’t about losing tradition, it’s about protecting it.
8. “It’s too much work”
Perception is everything.
If roles look overwhelming, people won’t go near them.
What helps:
- Clearly defining expectations
- Breaking roles into smaller components
- Offering shared or co-roles
- Providing a realistic “day in the life” view
- Highlighting available support
When people understand the role, it becomes far less intimidating.
9. Generational differences
Different leadership styles, expectations, and communication preferences can create tension, but also opportunity.
What helps:
- Cross-generational mentoring
- Inclusive decision-making
- Blending traditional and new approaches
- Creating mixed working groups
Diversity in leadership isn’t a challenge; it’s a strength.
10. “People don’t have time”
Time is the biggest constraint in modern volunteering. But the answer isn’t asking for more time, it’s asking differently.
What helps:
- Micro-volunteering
- Shared leadership roles
- Flexible and remote opportunities
- Streamlined systems and digital tools
Small contributions, when shared, create big impact.
11. Ageing volunteer base
This is a reality for many clubs and a critical risk if not addressed.
What helps:
- Engaging younger members and parents early
- Offering simple entry-level roles
- Highlighting career and skill benefits
- Building intergenerational teams
Succession planning ensures the club is still there for the next generation.
12. Apathy and disengagement
Sometimes the issue isn’t capacity, it’s connection. People need to feel that what they do matters and they belong.
What helps:
- Clearly showing the impact of volunteering
- Celebrating contributions and wins
- Making roles social and enjoyable
- Personally inviting people to get involved
People support what they feel connected to. Make your cub that strong connection.
13. Knowledge sitting with one person
Every club has “that person” who knows everything. And while they’re invaluable, it creates risk.
What helps:
- Sharing knowledge through mentoring
- Documenting processes
- Splitting roles
- Setting boundaries and term limits
Sustainable clubs don’t rely on one person; they build systems.
The Bigger Picture
All of these challenges point to one thing: Succession planning isn’t a single document or a one-off conversation. It’s a culture.
A culture where:
- Knowledge is shared
- Leadership is developed
- People feel supported
- And no one carries the club alone
Final Thought: Building Clubs That Outlast Us
At its heart, every sporting club is built on people.
Volunteers who give their time.
Leaders who step up when needed.
Communities who rally together.
But no individual no matter how committed can carry a club forever.
Succession planning is about recognising that.
It’s about making sure the club doesn’t just depend on great people… but continues because of them.
Because the true measure of a strong club isn’t how well it runs today; it’s whether it can still thrive when today’s leaders step aside. And when clubs get succession planning right, something powerful happens. They move from surviving season to season to building something that lasts for generations.
Where to From Here?
If succession planning feels overwhelming, you’re not alone, most clubs are working through the same challenges. Sometimes the hardest part is knowing where to start.
That’s why I run practical, hands-on workshops with clubs to break this down into simple, achievable steps helping committees build confidence, identify future leaders, and put real plans in place (not just documents that sit on a shelf).
If this is something your club has been thinking about, or avoiding, it might be time to start the conversation.
Keystone Sporting Solutions 