The demands of leadership are at an all-time high, driven by the seismic shifts of artificial intelligence and the dissolution of traditional trading relationships, creating an extraordinarily volatile business environment. This turbulence is pushing many chief executives toward the exit door, while those who remain are urgently seeking new ways to cope and lead effectively. The Financial Times' working in brand, led by Isabelle Barrett, investigates management, leadership, and workplace issues, highlighting how senior leaders are navigating this challenging future of work.
The CEO role itself is inherently high-pressure and high-risk, requiring leaders to simultaneously manage crises ranging from fragile supply chains and technological disruption to geopolitical conflicts. Adding to the strain, shareholders and boards are exhibiting increasing impatience for results, leading to intense scrutiny. This pressure cooker climate saw a record number of outgoing leaders step down in 2024 within just three years of taking up the post. As CEOs are compensated millions to steer their organizations through uncertainty, their high visibility also makes them targets, and the pressure to deliver stellar performance matching those perks has led many to leave prematurely.
Leaders at the top report feeling isolated, tired, and alone. While the idea of the CEO role being lonely is often considered a cliche, leaders who experience it confirm it is true, with environmental complexity intensifying this isolation. A recent survey by consultancy DDI found that 71% of leaders reported a significant increase in stress levels since beginning their current role, and 40% of those have consequently considered quitting.
Survival in this environment hinges on self-awareness and robust support structures. Successful leadership relies on understanding how one leads and how to best deploy that style within the team. A strong network, providing crucial peer-to-peer support, is deemed "absolutely invaluable" for leaders, especially founders of scaling companies. Programs like the Goldman Sachs 10,000 Small Businesses leadership retreat, held at the Royal Military Academy Sandhurst—the training ground for British Army officers—offer small business leaders the necessary time out for reflection, allowing them to think about themselves and their leadership styles. Furthermore, a good CEO ought to have doubts about their decisions because of the difficulty of the times, making it important to find a confidential way to express and work through those uncertainties.
Long-serving CEOs, those still leading effectively into their second decade, possess distinct qualities. They tend to be deep experts who "really know their industry," rather than jumping from sector to sector. They possess a confidence that allows them to be comfortable not being in charge of absolutely everything all the time, while also knowing when to step in. They are also typically "not screamers," avoiding expressing anger or stress outwardly, which is exhausting for the entire organization. Agility and the ability to adapt to constantly changing circumstances are critical qualities today. Moreover, there is a continued transition from the singular leader as "the head" to one who can galvanize a transformational team to guide the firm as a collective group.
To combat stress and burnout, senior leaders are prioritizing their mental and physical health. This has spurred the growth of high-end, discreet retreats, such as the Euphoria Retreat in Greece. Founder Marina Ephraimoglu, a former president and CEO herself, notes that burnout is characterized by a "huge distance" between who the leader was and who they were becoming. These retreats compel leaders to take time to be silent, reflect on their journey, and focus on their physical bodies, which must support their minds and processes.
On the technological front, a whole industry of specialist coaches and therapists is now augmented by AI-powered coach bots providing confidential outlets for leaders. Veance’s virtual workplace coach, Nardia, uses large language models to offer personalization at scale, acting as a confidential resource. Leaders can use these audio tools for "lowercase C coaching"—getting day-to-day tips or preparing for difficult conversations, such as addressing a resentful number two who did not get the top job. While AI agents are highly effective for routine support, human coaches remain vital for "capital C coaching," handling the big, unblocking issues that require the "magic of human relationship and human connection".
Despite the challenges, the CEO role is still described as "the most amazing job in the world," offering the opportunity to inspire and bring people together. For long-term endurance, leaders must focus on purpose and think about the meaning of their contribution. They must also be ready to step down and ensure their identity is something bigger than their specific role. Though it is stressful and lonely at the pinnacle, there is still significant upside to running one's own show.
