South African companies are facing an intense war for top talent, both locally and overseas, and companies without a solid succession pipeline are beginning to feel the pressure on leadership continuity.
Exceptional talent is rare, and while attractive prospects exist locally, some of the most attractive opportunities are found abroad. As a result, we are seeing organizations grapple with the proverbial brain drain at senior levels. But those who are willing to incorporate succession planning as an everyday leadership priority will ultimately be in a better position to maintain depth and stability.
The key is to have a solid succession pipeline that actively prepares multiple candidates to step into leadership roles – not just one or two preferred successors. Therefore, it is worrying that our research shows that approximately 70-75% of companies are not building credible succession structures. In response, at Hedrick & Struggles, a global leadership consulting firm, we are consulting with a growing number of clients on expanding their leadership bench each year.
Combating the main causes of caries
Companies today face volatile labor and market environments that are placing pressure on executive leadership. Executive burnout has become a real risk, as recurring global financial shocks, extreme weather events, geopolitical conflicts, and rapid advances in artificial intelligence have exacerbated existing supply chain and governance pressures. Fatigue has become a clear contributor to leadership erosion, even with attractive alternative opportunities.
When advising clients to limit burnout risk and create a workplace setting in which leaders thrive, several structural priorities consistently come to the fore:
Clarity of purpose: Leaders must understand how their roles connect to the direction of the organization and feel a clear sense of ownership over meaningful outcomes, rather than working in a constant state of reactive delivery.
Relentless focus on well-being: Senior leaders create an environment for performance and culture. For those who have recently been promoted into leadership roles and are focusing on limiting attrition within their teams, it is important to recognize that their authority now extends beyond a single task to enabling and guiding others. This includes setting clear performance expectations and incorporating promising candidates into the succession pipeline, as well as supporting the well-being of the team.
Structured leadership support: Many executives step into senior roles without the guidance or coaching needed to carry the full weight of the position. A new title does not automatically enable someone to lead at the executive level. Without structured support, many leaders rely on trial and error, which has measurable costs in lost time, avoidable missteps, and disengagement of employees under inconsistent leadership.
Appointments made with an eye on leadership continuity
Finally, organizations are often most vulnerable when there is misalignment between organizational culture and purpose, and the expectations, biases, and personal-professional goals of newly appointed leaders. These differences increasingly surface through misread stakeholder requirements, mismatched risk appetite, or a discrepancy between what an executive believes they were hired to do and what the role ultimately demands in practice.
Addressing that misalignment requires intentional cultural clarity. There is no single “best” culture, but there must be consistency. Heidrick & Struggles' work in stabilizing succession pipelines and improving retention begins with aligning culture and values across the organization so that leadership expectations, behavior and long-term objectives are clearly understood at every level. With that alignment, companies are better positioned to rebuild succession depth and create the conditions in which senior talent can stay and thrive. It also provides clear guidelines for HR and boards when making future appointments.
Ultimately, companies that view leadership appointments as long-term strategic decisions rather than immediate operational improvements put themselves in a far stronger position to maintain continuity, protect institutional knowledge, and maintain leadership depth as market pressures continue to evolve.
sarah arnott is a partner in Heydrich and the conflict
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