C-suite Perspectives

In the C-suite Perspectives study, we’re seeing a pent-up desire by leaders to move things ahead after several years of managing in the moment. This sense of urgency to get back to driving toward vision and strategic objectives comes with cautious optimism. Leaders express a feeling that there are better business conditions on the horizon, but it’s coupled with concerns about political/geopolitical uncertainty, a fragile workplace culture, and operating in an era of increasing mistrust and polarization. 

Successful leaders will set clear direction, manage expectations and prevent “trust erosion” to spark momentum and move their businesses forward in a volatile environment. If they don’t start to see progress, the “Great Executive Resignation” we’ve seen will continue.  

C-suite Priorities

• Observation: Inflation and economic uncertainty are still high on the list of priority issues. However, other issues — notably technology (AI, infrastructure modernization and data privacy/security) and people (talent retention, well-being, culture) — are getting more attention.
• Implication: Leaders need to revisit their purpose, vision and direction to assure it’s well-articulated and understood by internal and external stakeholders.

Essential Leadership Attributes

• Observation: An increased emphasis on Confidence, Flexibility, Humility, Stoicism and a Growth Mindset are reflective of the C-suite’s desire to get back to focusing on vision and direction.
• Implication: How leaders show up to employees, investors, customers and other stakeholders will have a direct impact on trust and willingness to buy into key initiatives.

Change Resilience

• Observation: Leaders have spent the last few years building change-resilient cultures. They’re ready to capitalize on that, but not all employees are on board — yet.
• Implication: Change management is still an essential discipline. Leaders need to bring people along through effective change communications that drive understanding, buy in and the desired action.

Building Culture in a Fragile World

• Observation: The C-suite is looking to move things ahead despite it being increasingly difficult to build strong employee cultures. The most prevalent headwinds are a continued decline in worker well-being, the effects of fragmentation due to hybrid and remote work environments, the fractious nature of the current political environment, and polarization that’s trending toward grievance.
• Implication: Re-evaluation of employee well-being programs, training on positive workplace interactions, and investment in employer branding will be key to reinforcing increasingly fragile workplace cultures.

Embracing AI

• Observation: The vast majority of leaders are either aggressively or moderately adopting AI, with better quality products and services as the primary driver. They’re mostly optimistic about the promise of innovation, but employees aren’t quite so sure.
• Implication: Take the opportunity to paint the vision, use multiple messengers to communicate strategy and direction, and take the time to bring people along, recognizing that leaders will “get there” faster than most employees.

ESG + DEI Flashpoints

• Observation: Increasing pushback on ESG and DEI initiatives is causing some leaders to reconsider their strategies while others are doubling down — adjusting programs (often quietly) and leaning into justification based on business value.
• Implication: Determine how ESG and DEI strategies contribute to your business success first, determine the domino and boomerang effect of any changes, adjust language to focus on the purpose and outcomes, and clarify with stakeholders.

The “Great Executive Resignation”

• Observation: C-suite turnover continues at the highest levels in decades. Leaders who see progress will stick around, but those who don’t will accelerate plans to step off or step aside. Meanwhile, the next level of leaders doesn’t necessarily want to pick up the baton.
• Implication: Look to build next-generation leadership skills through multiple levels of the organization, including equipping leaders to be better communicators.