Beyond the Paycheck: What Today’s Executives Really Want

In boardrooms everywhere, one question keeps coming up: why do so many executive searches fail to close? The challenge isn’t a lack of talent. There are plenty of leaders with strong track records and global experience. But convincing them to join is no longer just about offering the highest salary.

According to LHH’s Executive Talent Strategies for a New Era, 38% of executives say they want a better salary—but nearly as many (36%) are looking for better work/life balance, and 30% want to develop new skills to stay relevant.

For boards and CEOs, this is a critical insight: securing top talent means thinking about the whole value you offer—salary, yes, but also flexibility, purpose, growth, and development.

“I hear it from our clients. Finding desirable talent is one of the least challenging aspects of the search process. The difficult part is the influencing piece: how can you make someone interested in a role and an organisation when they know they’re in high demand? Compensation is an important aspect—but it isn’t a stand-alone.”

Ainara Ormazabal,
Managing Partner, Spain

1. Flexibility: The new executive currency

The research shows that flexibility is one of the most decisive factors when leaders consider a move. 36% cite work/life balance as a top motivator for switching roles, and 26% say flexibility is a key reason they stay.

Leaders want roles that allow them to perform at their best while still prioritising health, family, and personal commitments. Organisations that can demonstrate real commitment to balance—through policy, technology, and trust—are ahead of the curve.

2. A career that stretches, not stagnates

Executives are focused on future relevance. 30% want opportunities to develop new skills, and leadership teams increasingly value transformation skills like AI literacy (38%) and agility/change management (37%).

As the report notes, human skills such as collaboration, communication, and innovation are among the most critical leadership capabilities for the future. Roles that come with clear growth pathways, exposure to transformation initiatives, and a chance to build these capabilities will stand out.

3. Beyond the package: A human promise

Salary, bonuses, and equity are still important, but they are just the baseline. The modern executive profile prioritises impact and culture. Top candidates want to work for organisations that value people, not just profit—and that give them the freedom to shape strategy and leave a legacy.

“Boards are asking us to find leaders who combine commercial acumen with empathy, creativity, and the resilience to guide transformation. That’s a very different brief than even five years ago.”

Marta Grochal, Managing Partner, Poland

The takeaway for boards

At the C-suite level, every search is competitive. Compensation matters, but flexibility, growth, and purpose often tip the scales.

Organisations that truly listen to what executives value—and then tailor their offers to match—are the ones that win the leaders who will shape the future.

 

Click here to download and view the full report, Talent Strategies for a New Era.