Securing Leadership Continuity in a World of Change

Leadership change is no longer a rare event — it’s part of the new rhythm of business. LHH’s Executive Talent Strategies for a New Era research shows that 59% of executives globally expect to change roles within the next three years, with 14% planning a move in the next 12 months.

For organizations, this presents a pivotal opportunity: the chance to reimagine leadership continuity as a driver of resilience and growth.

When succession plans aren’t ready, the cost can be significant. The search for a senior executive can take 3–6 months, followed by another 6 months before the new leader reaches peak performance. Without a strategy to ensure continuity, organizations risk stalled initiatives, delayed decision-making, and lost momentum.

From Contingency to Capability

Succession planning has too often been seen as a contingency measure — something to activate only after a resignation or retirement. In today’s market, that approach is no longer enough.

Markets shift rapidly. Business models evolve. The leaders you will need in five years may look very different from the ones you have today. Succession planning must become part of a broader leadership capability strategy that informs hiring, development, and workforce planning.

Future-ready organizations focus on creating a culture where leadership promise is identified early, developed intentionally, and supported through transitions. This approach turns succession from a reactive process into a powerful competitive advantage that strengthens leadership continuity.

“High rates of external movement tell us that too many organizations still view succession reactively. The best executive search partnerships help clients anticipate these transitions, so they aren’t left scrambling when senior leaders choose to move on.”
— Tim Hewat, Head of Executive Search, North America, LHH

Leaders Want to Move — and Many Will Move On

LHH’s research shows that two-thirds of transitioning executives choose to leave their current organization entirely, whether to join another company, start their own business, or take a career break.

This high rate of external movement highlights the importance of offering visible internal career pathways and meaningful engagement strategies. Without them, organizations risk losing exceptional leaders just as they reach the peak of their impact.

Succession planning that is transparent and development-oriented can give executives a reason to stay, increasing leadership continuity and preserving institutional knowledge.

Bridging the Gap with Interim Management

With 14% of executives planning a move within the next year, organizations must be prepared for short-term disruption. Interim management is emerging as a strategic solution to bridge these leadership gaps without sacrificing momentum.

Interim leaders provide:

• Continuity — ensuring business-critical initiatives progress with purpose.
• Objectivity — bringing fresh perspectives during transitional periods.
• Flexibility — giving organizations the time and space to find the right long-term successor.

When built into succession planning, interim leadership is no longer a stopgap but a proactive lever for organizational agility. It signals to employees, customers, and investors that transitions are being handled deliberately, not reactively.

By planning proactively and creating clear, well-communicated succession pathways, organizations avoid last-minute scrambles , instead building confidence among employees, boards, and investors that leadership continuity is assured.

“Executive turnover is no longer a disruption—it’s part of the rhythm of transformation. Leaders are increasingly stepping into new roles not out of necessity, but out of a desire to drive impact in environments that match their ambition and values. For organizations, this signals a shift: The ability to attract and onboard visionary leaders quickly will define future success.”
— Remi Diennet, Global Head of Executive Search, LHH

A Strategy That Starts Before You Need It

Succession planning isn’t a file to open in a crisis — it’s an ongoing capability that ensures your organization is always ready for whatever comes next.

Organizations that build succession into their long-term leadership strategy are:

• Better protected from disruption by anticipating leadership transitions before they happen.
• More attractive to top talent, because they demonstrate a clear commitment to career growth and leadership development.
• Able to maintain momentum, even during periods of change, by having a plan for both immediate continuity and long-term leadership needs.

In an era when leadership mobility is accelerating, a well-developed succession plan is more than risk management — it’s a powerful statement of organizational competence and readiness.