The Struggle With Being a First-Time CEO

Why It Matters

The findings underscore that inadequate board support can jeopardize the success of a growing cohort of first‑time CEOs, affecting company performance and shareholder value. Strengthening board‑CEO collaboration is therefore a strategic imperative for firms facing accelerated change.

Key Takeaways

• First-time CEOs represent 75% of new appointments worldwide
• Average CEO tenure fell to 6.8 years, pressuring newcomers
• Boards should schedule regular check‑ins to close the preparation gap
• Building trust with all board members and staff accelerates effective leadership
• Optimism helps new CEOs navigate constant scrutiny and rapid decision‑making

Pulse Analysis

The landscape of chief‑executive leadership is shifting dramatically. With average tenure now under seven years, companies are appointing first‑time CEOs at an unprecedented rate, a trend driven by rapid market cycles and heightened stakeholder expectations. This influx of newcomers arrives at a time of economic uncertainty and geopolitical volatility, amplifying the need for robust onboarding and continuous guidance. The Korn Ferry report, drawing on 35 executives across EMEA, quantifies the preparation gap: many CEOs feel they lack an integrated view of the business despite years of prior experience.

Boards are uniquely positioned to bridge that gap. Regular, structured touchpoints—especially with the chair—create a safe space for vulnerability and strategic alignment. Beyond the chair, cultivating relationships with every board member unlocks diverse expertise and mitigates the risk of misaligned expectations. Moreover, extending dialogue to employees at all levels provides CEOs with ground‑level insights that sharpen decision‑making. Companies that institutionalize these practices see faster cultural integration and more resilient transformation initiatives.

Visibility shock and relentless scrutiny are inevitable for first‑time CEOs, making optimism a critical leadership lever. By reframing external commentary as a narrative rather than a personal attack, leaders can maintain focus on long‑term objectives. Practical habits—daily purpose reminders, disciplined delegation, and a commitment to listening—help sustain the energy needed for rapid change. As the pool of first‑time CEOs expands, organizations that proactively support their leaders will likely enjoy stronger performance, lower turnover, and a competitive edge in an increasingly volatile market.