The modern business environment is defined by volatility. With geopolitical instability, economic uncertainty, and rapid technological disruption reshaping industries, corporate leadership has never been more challenging, or more precarious. Recent studies reveal that two-thirds of companies now consider themselves “highly disrupted,” struggling to navigate a landscape where change is the only constant
C-suite executives, CEOs, CFOs, and broader leadership teams face mounting pressures: activist investors demand faster results, boards grow impatient with incremental progress, and the threat of sudden leadership changes looms large. The average tenure of a CEO has shrunk to just 5-7 years, while CFOs and other C-suite leaders often last only 3-5 years before being replaced.
Given these dynamics, a pressing priority has surfaced for senior executives: cultivating relationships with executive search firms long before they are needed. Top performing leaders understand that career security does not come from loyalty to a single organisation but from being continuously visible, informed, and positioned for the next opportunity, whether by choice or necessity.
The Fragility of Executive Tenure
The notion of long-term stability in executive roles has become obsolete. CEOs and their leadership teams operate under intense scrutiny, where a single earnings miss, a failed transformation initiative, or a shift in investor sentiment can precipitate an abrupt departure. The rise of the “glass cliff” phenomenon where leaders, particularly women and minorities, are appointed during crises and set up to fail, further underscores the precarious nature of these roles.
Compounding this instability is the reality that up to 70% of senior executive placements happen through confidential networks and recruitment partners, not public job postings. Leaders who wait until they are actively looking to engage with recruiters often find themselves at a disadvantage. The most coveted roles are filled through proactive outreach to “passive candidates”, executives who are not seeking change but are open to compelling opportunities.
Why Executive Search Relationships Matter More Than Ever
Executive search firms serve as intelligence hubs, offering insights that leaders cannot access through public channels. These consultants provide data on compensation trends, revealing whether an executive is underpaid relative to peers. They track industry movements, identifying which companies are expanding leadership teams and which are facing instability. Perhaps most critically, they offer visibility into competitor shifts, such as a rival’s CEO succession plan or a board’s dissatisfaction with current leadership that can signal upcoming opportunities.
Confidentiality and Controlled Career Transitions
For high-profile executives, even the perception of job-seeking can damage credibility. Talent advisors provide a discreet channel to explore options without alerting current employers or the market. This confidentiality is especially critical during periods such as mergers or activist investor campaigns, where premature disclosure could prompt an unplanned exit.
Those who maintain strong relationships with recruitment consultants gain significant leverage in two essential areas: compensation negotiations and retention discussions. By understanding their market value, executives can use data to justify requests for higher salaries or equity adjustments. Additionally, some leaders leverage competing offers sourced through recruiters to secure better terms during crucial transitions, such as post-acquisition integrations or leadership changes.
Leading Through the Unpredictable
No executive plans to be forced out, but the statistics are stark: nearly 40% of CEO departures are involuntary. Senior leaders who nurture headhunter relationships land on their feet faster, as these professionals already understand their strengths and can advocate for them.
However, even the most well-connected executives must navigate potential pitfalls that could undermine their credibility. Over-sharing confidential career plans, for example, risks leaks that could destabilise their current positions or damage professional reputations. Similarly, adopting an overly transactional mindset alienates recruiters, who prefer mutually beneficial, long-term relationships over one-off negotiations. Perhaps most significantly, ignoring outreach from reputable firms can inadvertently close doors to future opportunities, as recruiters may interpret disengagement as disinterest.
Experienced executives balance staying engaged enough to remain visible while maintaining the discretion and professionalism that define elite leadership. In essence, mastering these dynamics allows top executives to transform these relationships into an asset, ensuring they are always positioned for the right opportunity, on their own terms.
The Future of Leadership: Technology, Inclusion, and Intentional Growth
Artificial intelligence now enables firms to anticipate leadership gaps before they arise, while boards increasingly mandate diverse candidate slates, creating new opportunities for underrepresented executives who maintain visibility. The most successful leaders treat their careers like a portfolio, continuously optimising their positioning. They understand that in turbulent times, the difference between stagnation and advancement often comes down to who knows your name when determining moments arise.
About the author: Mark Geraghty is a Partner at Executive Recruit, a boutique executive search firm specialising in sourcing top-tier leadership talent for organisations across multiple sectors. With extensive experience in identifying high-calibre executives who drive growth and transformation, Geraghty works with businesses to strengthen leadership teams and enhance board effectiveness through strategic talent acquisition. His expertise lies in matching executive capabilities with organisational needs, ensuring clients secure leaders with the optimal blend of experience and strategic acumen.