CXOs - ARE YOU ONE OF THE 27% PLANNING TO MOVE IN THE NEXT 6 MONTHS, OR THE 56% LOOKING AT THE NEXT 2 YEARS?

Raconteur Leaders’ Digest – 7 Feb 2025 (raconteur.net) reported that:?

56% of the top tier of business leaders say they are likely, or extremely likely, to leave their current role in the next two years, and 27% are likely to go in the next 6 months!?

Recent Gartner research indicated the expansion of executive remits is one factor driving this. 67% of respondents reported being asked to do more in their role, and 44% reported being more stressed by their responsibilities.?

THIS IS NO GREAT SURPRISE, AND IT’S QUITE DAMNING TOO ISN’T IT??

My evaluation of executive-level job seekers determined that c.72% of all at that level felt they were either in the wrong job, in the wrong organisation, or working under the wrong operational culture.?

You will probably recognise this creates unreasonable pressures, and an uncomfortable working atmosphere if it forces you to work in a way that is totally out of character.?

That’s bad for you, but it also negatively impacts the performance and profits of your organisation.?

It also demonstrates the implications of organisational restructuring, without understanding the demands a new structure will make on everyone, and their abilities and personal capacity to cope.?

SO WHAT CAN YOU DO?

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Bernard Pearce is The Executive Career Transition Specialist. He empowers executives to navigate complex career challenges, seamlessly transition into new roles and achieve their professional goals. His comprehensive understanding and unique approach consistently deliver exceptional results that build or restore your self-esteem, self-respect and self-confidence. He helps you become the significant influencer you are capable of being.?

Subscribe now to access all previous publications. https://bit.ly/execcareer?

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THE GARTNER REPORT SUGGESTS CXO turnover can be reduced if senior professionals act as career coaches to their fellow executives, helping them to build trusting relationships with the CEO and supporting them with mental health and work/life balance.?

Really? When your personal survival is the primary driver we are all hard-wired to??

That’s as flawed as self-investigation by any professional organisation. If CXO’s are already struggling with expanded remits, expecting even more non-skilled expertise from them sounds bizarre.?

THE FIRST STEP FOR HR AND TALENT ACQUISITION?

Now is the time for organisations to step away from outdated ‘competency’ searches and start looking for the KEY VALUE-ADDING STRENGTHS they need in their executives. It will take them beyond merely looking for ‘skills and abilities’ and into what impact is required.?

Additionally, they need to understand the essential personality and working styles that will dovetail with the organisation's operational culture and aspirations.?

Organisations need to be honest and transparent with the positives and negatives of that too. There is no excuse for hiding a misogynistic or bullying environment, hoping it doesn’t exist.?

JOB SEEKING EXECUTIVES must also be crystal clear of the KEY VALUE-ADDING STRENGTHS they have – and justify them with indisputable evidence.??

BUT MOST OF THE C-SUITE CANNOT. CAN YOU? SERIOUSLY??

When working with a Board of Directors some while ago, it was clear that none of them could explain why they deserved their current salary packages.?

They all believed it was based on accepted company or sector expectations for someone at their level. But they couldn’t justify why they deserved it, or why their company should continue to pay it!?

Interestingly too, their organisation wasn’t clear on where each executive added value, individually or collectively.

They were quite surprised when, after I worked with each of them, they could all clearly articulate what impact they had, the difference they made, and the value they now brought.?

Critically, as one Board member confided, the work I did with them also significantly improved the self-esteem and self-confidence across the C-suite!?

He also shared that he was now more effective and productive when applying the Key Value-Adding Strengths we had identified.??

SO, BEFORE YOU PLAN TO MOVE ON?

There are some questions to ask first:

1.???? Am I clear on what I’m exceptional at doing?

2.???? Does my current organisation fully appreciate the impact I’m having?

3.???? Have I shared my added value, or do I expect others to do that for me?

4.???? Do I sit comfortably with what’s expected of me?

5.???? Does my expertise and working style dovetail with the organisational culture??

IF YOU ANSWER NO TO ANY OF THE ABOVE, WE NEED TO SPEAK SOON?

It’s time to look after yourself. No one else is going to do that for you.

IT’S YOUR FUTURE – DOES IT MATTER TO YOU?

If now isn’t the right time – how much worse must things get before it is??

If now is the right time, we ought to speak soon.?

Subscribe now to access all previous publications. https://bit.ly/execcareer

Bernard Pearce – The Executive Career Transition Specialist

E-mail: [email protected]

www.Career-Inspirations.co.uk

#ExecutiveTransition #LeadershipCrisis #CareerStrategy #CLevelSuccess #BusinessLeadership