ISM is often asked its perspectives on succession planning at the Board level. ISM's views on this are grounded in a long-established set of conclusions about the relationships between Boards and institutional excellence. These views—more accurately, ISM conclusions—strongly emphasize "Board-as-task-group" over "Board-as-bureaucracy." Thus, while ISM opposes the oft-used corporate concept of succession planning per se, we support the concept of succession training. ISM's position has little to do with the most common approach to this, i.e., future Board Presidents serving first as Board Vice Presidents. There is an inherent problem with the whole concept of "vice president," and the problem is apparent in many organizations, not just Boards of Trustees: Other than presiding in the absence of the President, the position's responsibilities are elusive.