Retaining top leadership talent in a competitive market: What it really takes...

As an experienced leadership and executive recruiter, much of my role revolves around helping business leaders and investors fill the empty chairs left behind by resignations, preparing for potential departures, or to steward the next phase in a companies growth journey.

Time and again, I find myself reflecting on how many of unforeseen exits could have been avoided. In fact, studies suggest that up to 70% of employee turnover is linked to preventable factors like lack of clarity in roles or insufficient support for growth. For example, I recently observed a case where a senior leader left due to unclear expectations, only for their successor to face exactly the same challenges. This recurring theme underscores the importance of proactive retention strategies.

Often, it’s clear that if the outgoing leader had been given a clearer mandate for growth, transformation, or a more competitive package from the outset, the search for their replacement might not have been necessary for another year or two. This highlights a vital truth: retaining top leadership talent isn’t just about reacting to change but proactively creating an environment where leaders want to stay.

Retaining senior leadership talent has always been a priority for organisations, but in 2025, the rules have changed. Recent surveys indicate that over 40% of senior executives have re-evaluated their roles post-pandemic, seeking not just financial stability but also purpose and flexibility. This shift is particularly evident in industries like sports, entertainment, and technology, where the pace of innovation and cross-industry collaboration demand adaptive and visionary leadership. For example, the rise of AI-driven fan engagement platforms or global streaming expansions requires leaders who can blend creative and technical expertise while staying anchored in organisational values. Leaders today are looking for more than just a stable role or a competitive salary, they seek purpose, flexibility, and a genuine partnership with their organisation. Research by Deloitte reveals that 70% of executives prioritise purpose-driven work, with many citing alignment with personal values as critical to job satisfaction. This shift underscores how organisations must move beyond traditional incentives to meet the evolving priorities of senior talent. For industries at the intersection of sports, entertainment, and technology, where innovation and adaptability are paramount, the challenge of retaining top leadership talent is even more pronounced. Companies in these fast-evolving sectors must adapt to this shifting landscape and deliver on the evolving expectations of senior talent.

1. Align Leadership Roles with Purpose

Senior leaders in sports, entertainment, and technology are increasingly driven by purpose and impact. It’s no longer enough to focus solely on financial goals, leaders want to see how their work contributes to the organisation’s mission and creates value for the wider community.

Companies and Investors must:

• Clearly communicate their long-term vision and purpose when hiring a new leader, particularly in industries where culture and creativity matter.
• Ensure leadership roles are aligned with strategic goals that matter to the business and the broader audience, whether it’s fans, viewers, or end-users.
• Foster a culture where senior leaders feel they are driving meaningful innovation, shaping the future of their industries, and leaving a lasting legacy.

By tying individual contributions to the organisation’s greater mission, companies in these converging worlds can inspire loyalty and commitment.

2. Prioritise Strategic Growth Opportunities

Senior leaders are ambitious by nature, but their definition of growth has evolved. They seek opportunities to stretch their skills, influence change, and solve complex problems. For organisations operating at the crossroads of sports, entertainment, and technology, growth can take many forms. To retain them, companies must:

• Provide pathways for professional development that go beyond traditional training.
• Give them the trust to make the right hires they need to succeed, and develop and drive transformational projects, such as launching new digital platforms, expanding into new global markets, or creating innovative fan experiences.
• Offer cross-industry exposure, allowing leaders to bridge the gaps between sports, entertainment, and technology to pioneer new opportunities.

When leaders see the potential for personal and professional growth within an organisation, they’re far more likely to stay.

3. Provide True Leadership Flexibility

Like it or lump it, the pandemic reshaped work expectations across all levels, and senior leaders are no exception. Flexibility is no longer seen as a perk but as a necessity. In fact, a recent Gartner survey found that 52% of executives consider flexible working arrangements essential for their role satisfaction and mental health, making it clear that adaptability in leadership roles is a key driver of retention in 2025. For leadership in our sectors, this extends beyond remote work options:

• Allow flexibility in how and where they lead their teams, whether it’s managing global production crews, remote engineering, sales or marketing teams, or live-event operations.
• Equip leaders with the tools to manage hybrid and distributed teams effectively, ensuring seamless collaboration across continents and time zones.
• Be open to creative working arrangements that prioritise outcomes over hours worked, particularly in industries that demand agility and innovation.
• Respect that not everybody works in the same ways to be at their best and deliver results.
• Allow room for error, as leaders don't always get everything right, in fact sometimes it's better to allow leaders to take certain risks, fail fast, and learn from it.

Flexibility demonstrates trust and empowers leaders to work in ways that suit their unique styles and personal circumstances.

4. Invest in Relationship-Building

Retaining senior leaders is as much about emotional investment as it is about professional engagement. Genuine relationships, built on trust and transparency, are critical. Organisations should:

• Facilitate open, honest communication between leadership and the board, particularly in industries where high-stakes decision-making is routine.
• Conduct regular, meaningful one-on-one check-ins to understand their needs and aspirations, particularly in fast-paced, high-pressure environments.
• Foster a collaborative culture among the executive team to build mutual respect and camaraderie, bridging the creative, technical, and operational aspects of their industries.

When senior leaders feel valued and supported as individuals, they’re more likely to remain invested in the organisation.

5. Offer Bespoke Compensation Packages

Compensation remains an essential factor, but senior leaders in 2025 are looking for packages tailored to their priorities. For example, a global media company recently retained its Chief Revenue Officer by offering a bespoke package that included not only a competitive salary and equity but also a customised relocation plan, a flexible working arrangement to accommodate their family needs, and a yearly personal development fund that included an executive coach. Studies show that tailored compensation packages can increase retention rates by up to 30%, making it a critical strategy for organisations aiming to keep best talent. Therefore considering the following could be the right way to go:

• Offer equity or long-term incentive plans that align with the company’s performance and reflect the unique pressures and opportunities of these sectors.
• Provide meaningful benefits such as health and wellness initiatives, tailored retirement plans, or exclusive industry perks (e.g., access to major events, cutting-edge technologies, or VIP experiences and coaching).
• Be transparent about financial rewards while balancing these with intrinsic motivators like autonomy, influence, and the opportunity to shape the future of their company and the industry.

Customising compensation to reflect the needs and values of senior executives can significantly enhance retention.

Conclusion: Building a Leadership Retention Strategy for 2025

The leadership landscape is evolving, and retaining senior talent requires a proactive, thoughtful approach. It’s about more than just holding onto leaders; it’s about creating an environment where they feel inspired, valued, and empowered to succeed.

By focusing on purpose, growth, flexibility, relationships, and bespoke rewards, organisations in these converging worlds can not only retain their best leaders, but also drive greater outcomes, relationships, innovation, success, and stability in an increasingly competitive market.

What steps is your organisation taking to retain senior leadership talent in 2025?

About Kinetic Search Solutions

Kinetic Search Solutions is a bespoke executive search firm specialising in leadership hiring for the dynamic and intersecting worlds of Sports, Entertainment, Gaming, and Technology. The company partners with investors, global rightsholders, tech innovators, and entertainment leaders to deliver transformative talent solutions that drive growth and foster innovation.

With a focus on understanding the unique challenges of these converging industries, Kinetic Search Solutions provides tailored strategies to connect businesses with top-tier executives who inspire change and create lasting impact.

Visit us at: www.kineticsearchsolutions.com

Contact Founding Partner, Fraser Bryden at: [email protected]