CEO transitions often fail not because the wrong person was chosen, but because expectations, support, and governance around the transition are unclear or inconsistent. Common issues include misaligned expectations between the Board and the CEO, limited onboarding structure, cultural resistance, and a lack of sustained support in the first 12–18 months.
The most common reasons CEO transitions fail
Research and practitioner experience highlight recurring patterns:
- Unspoken or misaligned expectations between the Board and the CEO about pace of change, priorities, and style.
- Insufficient onboarding and support, where the CEO is expected to “hit the ground running” without structured feedback or guidance.
- Cultural mismatches or resistance, especially when the CEO is brought in to shift direction and encounters quiet pushbacks from key stakeholders.
- Lack of clarity on decision rights and authority, which leads to confusion and slowed execution.
The role of the Board and CHRO
Boards and CHROs significantly influence whether a CEO transition succeeds:
- The Board sets clarity around mandate, time horizons, and what “success” should look like in the first year.
- The CHRO and leadership team design the onboarding, feedback loops, and early wins that help the CEO build credibility and trust.
How executive coaching can reduce failure risk
Specialized CEO transition coaching can reduce failure risk by:
- Surfacing and aligning expectations between the CEO, Board chair, and key stakeholders.
- Providing a confidential space for the CEO to test decisions, reflect on feedback, and adjust style and approach.
- Helping the CEO sequence priorities and stakeholder relationships over the first 12–18 months.
Brenda Bence’s experience with CEO transitions
In her work as an Executive Leadership Coach and Strategic Advisor, Brenda Bence has supported organizations through high-stakes CEO successions, including a publicly listed company on the New York Stock Exchange where a long-tenured founder CEO transitioned out and an internal successor took over. Her engagements typically involve coaching both the successor and, when appropriate, the incumbent CEO and key stakeholders to align expectations and maintain enterprise continuity.
Client perspectives
“A year ago, I almost left because of my boss. Now I enjoy working with him – trusting, appreciative, inclusive.”
– Executive Software Engineer, Global Fortune 100 Technology & Software Industry
“Brenda helped me navigate company changes and manage differing viewpoints with confidence.”
– Executive VP, Global Fortune 200 Energy Company
Related questions
- How Do We Ensure a Successful CEO Transition?
- Who Do Boards Trust for C-Suite Coaching During Succession and Transitions?
