Why this matters for CEOs and Boards

• High turnover at the top destabilises long-term strategy, reduces workforce morale and can erode stakeholder confidence.
• Loss of leadership continuity increases the risk of mission drift and slows progress on reform or capability upgrades.
• Leaders who stay longer in role can drive deeper cultural and performance outcomes. 

Key drivers behind leadership departures

• Workforce pressures: Sustained clinical and operational stress amplifies executive workload beyond sustainable limits.
• Burnout and job intensity: Burnout is not evenly distributed; many leaders report a mismatch between responsibility and support.
• Governance and accountability pressures: Boards are demanding higher performance with limited buffers for failure or transition.

What leaders can do now

1. Build formal retention strategies: Targeted retention plans that recognise pressure points early can reduce avoidable departures.
2. Align Board and executive expectations: Clear role definitions, KPI frameworks and consistent governance dialogue help retain high performers.
3. Invest in executive wellbeing and development: Coaching, peer networks and leadership development improve resilience and decision quality.

Practical action

• Schedule quarterly retention diagnostics for executive roles.
• Embed leadership stability measures in strategic planning.
• Review executive support structures, including deputy roles that can absorb operational load without added cost.

Bottom line
Retaining executive leadership is now as strategic as recruiting it. In an environment where healthcare demand and regulatory expectations continue to grow, turnover at the top is a material risk that boards and CEOs must actively manage.

If executive retention is becoming a strategic risk in your organisation, now is the time to address it.

For a confidential discussion on leadership stability, succession, and executive capability, contact Steve Hockey at Predictus Search.