View from the C-Suite

Leadership opportunities in a shifting landscape

2026 Executive research findings from LHH ICEO — exploring how organizations can turn a moment of stability into lasting competitive advantage.

Over the past several years, senior leadership teams have operated under sustained volatility. Economic uncertainty, rapid advances in Artificial Intelligence (AI), and shifting workforce expectations have placed unprecedented pressure on executives to deliver results while navigating continuous disruption.

This period has taken a visible toll. Data from LHH's 2025 Executive Survey showed exceptional leadership turnover, intensified burnout, and strained confidence at the executive level. Yet as organizations enter 2026, this year's data indicates a meaningful shift.

For the first time in years, many executive teams are experiencing relative continuity. This does not mark a return to stability. Rather, it marks an opportunity to think beyond reactive crisis management.

This report explores why today's environment demands a renewed focus on top executive talent — the leadership capabilities required to sustain performance, structural constraints limiting execution, and support senior leaders need.

JG

Juan Luis Goujon

Senior Vice President, Global Head ICEO

Economic pressures outweigh tech disruption

Despite the prominence of AI, economic uncertainty and rising costs remain leaders' most significant external challenges.

0%

Economic uncertainty & market volatility — top concern

Talent focus moves inside the organization

As external labor mobility slows, leadership attention shifts inward toward team effectiveness, morale, and retention.

0%

Retaining top talent — #1 internal concern

Conditions improving, support expectations high

Declining turnover and easing burnout signal a stronger foundation, yet executives still expect targeted support.

0%

Of leadership seek more internal support options

Most significant external factors (2026)

Economic uncertainty & market volatility

41%

Inflationary pressures & increased costs

30%

Heightened data security risks

30%

Technological disruptions (e.g., AI)

26%

Globalization & competition

22%

Environmental concerns

18%

Regulatory complexity

17%

Source: LHH global executive survey

“

After years of sustained disruption, many organizations find themselves stuck in a reactive cycle. A reduction in leadership turnover and burnout suggests we have a chance to build a more stable, capable leadership bench.

RC

Reuben Cohen

Managing Director, ICEO North America

Leadership continuity after high change

In 2025, more than 2 in 5 leadership teams saw at least half depart. In 2026, less than 1 in 5 saw large turnover.

2025 — <50% turnover 0%

2026 — <50% turnover 0%

Internal support demand remains high

Burnout has eased modestly but remains prevalent, affecting nearly two in five leaders.

0%

Of leadership seek more internal support, particularly for AI.

0% Retaining talent

0% Team effectiveness

01

Opportunity 1

Generational change and the evolution of career strategy

“

More senior leaders are choosing to stay in the workforce for longer, meaning organizations need to develop adaptable succession strategies that consider the real-world implications of longer executive tenures.

FC

Frances Cook

Managing Director, ICEO United Kingdom

Executive tenure is lengthening

Delayed retirement improves short-term continuity but disrupts traditional succession timing.

0%

Of Baby Boomers have no intention to leave within the next 3 years (up from 11%).

Extended careers depend on role design

Flexibility, workload balance, and capability development are key to retaining senior leaders.

0

Baby boomers list "lifestyle" as the primary reason for seeking new roles.

Growth gaps raise younger leader attrition

Next-generation leader attrition is driven by lack of progression and strategic exposure.

0%

Of GenZ leaders cite career advancement as their primary driver for change.

02

Opportunity 2

The AI confidence and capability gap

“

Many executives are feeling the pressure to overhaul their workflows and embed AI across the business, but too often the organization doesn't have a clear strategy or the support in place.

AM

Anne Caroline Moeller

Managing Director, ICEO France

0

spots

Digital & emerging tech knowledge is now the #1 skill gap.

0

points

AI implementation confidence has fallen 11 points YoY.

0%

Of leaders identify AI as the top priority for development and support.

Top AI support requests by leaders:

Rank	Support topic
1	Ensuring data quality and governance for AI
2	Using AI insights to inform business strategy
3	Implementing or rolling out AI solutions
4	Managing change and employee adoption of AI
5	Developing an AI strategy
6	Measuring impact and ROI of AI initiatives
7	Hiring AI talent
8	Understanding AI fundamentals

03

Opportunity 3

Strategic clarity and effective decision-making

“

The organizations I have seen perform the best are the ones that provide personalized support that considers the individual's function, career stage and specific situation.

IA

Irene Azevedo

Managing Director, ICEO LATAM

Effectiveness depends on decision confidence

Rank	Challenge	Change
1	Lack of clarity around strategic objectives	– #1 in 2025
2	Ineffective decision-making processes	–
3	Unaddressed performance issues	+3 #6 in 2025
4	Failure in executing strategic plans	-1
5	Lack of cohesion in leadership team	–
6	Poorly executed change management	+3 #9 in 2025
7	Inappropriate placement of leaders	-3
8	Culture-strategy misalignment	-1
9	Unrealistic financial objectives	-1

0%

of leaders list lack of strategic clarity as a top 3 factor limiting team effectiveness.

0

Unaddressed performance issues emerged as a top-three concern.

0

Senior leaders believe their decision making processes do not adequately support their organization's needs.

Human and adaptive capabilities dominate skill gaps

#	Skill Gap
1	Digital and emerging technology knowledge
2	Innovation and creative problem-solving
3	Strategic thinking and decision-making
4	Adaptability and change management
5	Emotional intelligence and relationships

#	Skill Gap
6	Leadership and team management
7	Communication and interpersonal skills
8	Technical expertise and industry knowledge
9	Time management and prioritization
10	Collaboration and teamwork

1

Actively manage career strategy for late career leaders

Offer dedicated career strategy guidance — scope, pacing, transitions, and legacy — aligning personal longevity with organizational needs.

LHH ICEO Career Strategy →

2

Redesign senior roles for longer, flexible careers

Introduce co-lead roles, portfolio responsibilities, and project-based assignments to extend senior leader impact.

LHH HR & Talent Advisory →

3

Shift leadership support from standardized to situational

Replace one-size-fits-all programs with tailored, context-driven support aligned to role, career stage, and complexity.

LHH ICEO Mentoring →

4

Elevate AI support from education to strategic decisions

Leaders need support applying AI to strategy, value creation, and risk decisions at the executive level.

LHH ICEO AI Mentoring →

“

The differentiator will be whether organizations act deliberately to capitalize on this period — strengthening succession, building confidence in new capabilities like AI, and giving leaders the clarity and support to execute their strategy.

CT

Christophe Touton

Managing Director, ICEO Continental Europe

“

Leadership isn't constrained by ambition or capability. It's constrained by clarity. Decisions are compounding and showing up in unfamiliar ways, which makes having a sounding board critical.

Rachelle Zhang

Global Head of Mentoring, ICEO

LHHICEO

2026 Executive Research Findings — View from the C-Suite