I’ve spent years studying how systems and organizations are changing, yet our leadership playbooks often remain stuck in the past. We’re living in an age of personalization, a time where the individual defines the business, no longer the other way around. This fundamental shift challenges the very core of a traditional CEO. Consumers and employees are more informed and empowered than ever; they don’t want to be shaped by brands or institutions, they want to define them.
This creates a new reality for a CEO. Business models designed to control are now being forced to collaborate. This requires a different kind of leader, one who can navigate constant change with resilience and a deep willingness to evolve.
To explore this transformation, I recently spoke with Deb Rubin, Psy.D., Senior Partner, Head of Board, CEO and Teams at RHR International, a global leadership consulting firm. Our conversation revealed critical insights into the modern CEO’s journey, from succession planning to the very nature of leadership itself. The message is clear: the old metrics for success are no longer enough.
CEO Succession Is An Evergreen Process
One of the most significant shifts is in how we should approach CEO succession. According to Rubin, the best succession planning is an “evergreen process” that begins the day a new CEO starts. It’s no longer about finding a replacement when someone is ready to retire; it’s about continuously developing a pipeline of leaders prepared for the future.
This forward-thinking approach requires the board, CEO, and Chief Human Resources Officer (CHRO) to align on where the business is heading. They must ask critical questions: What skills will our future leaders need? How do we identify and close the gaps in our current talent pool?
This involves a deliberate strategy of job rotations, stretch assignments, coaching, and board exposure. It’s a dynamic process, constantly revisited to ensure it remains relevant as the market evolves. This method builds a resilient organization, one that has a deep bench of talent ready to step up when unexpected challenges arise.
The Will To Be Resilient In A World Of Constant Change
Resilience is a key trait for any modern leader, but we can’t ignore an even deeper challenge facing today’s executives: public trust is in crisis. The 2025 Best Leaders in America survey from U.S. News & World reveals just how profound this gap has become. More than three-quarters of Americans say they can’t identify any public leaders they admire or aspire to emulate, in business, education, health care, or government alike. In fact, 72% expressed disappointment with business leaders specifically, and 87% believe there is a leadership crisis in public service. Trustworthiness and honesty surfaced as the traits respondents value most, yet the most recognizable figures, especially in politics and business, are often seen as the least trustworthy.
This erosion of confidence isn’t just a statistic – it’s a call for reflection and action. For me, resilience isn’t only about bouncing back from failure or navigating change, it’s about owning the responsibility to rebuild trust, one decision at a time. I’ve learned this firsthand. I’ve been a business owner, I have failed, and I have bounced back. I’ve made a lot of money, lost it, and made it again. These experiences have underscored something a stable career path cannot: the necessity of survival, renewal, and, above all, integrity.
The world is telling us loudly that the old ways are not enough. Leaders today must ask themselves: Am I willing to unlearn what once made me successful to become the kind of leader people can believe in again? Am I leading with honesty and transparency, even when it’s difficult? These questions go hand in hand with resilience and adaptability. They challenge us to not only evolve our skillsets but also our character and intentions.
The Strategic Rise Of A CHRO
A key player in this leadership evolution is the CHRO. This role has transformed from a cost center focused on administration to a strategic partner in growth. Rubin noted that CHROs are increasingly central to the CEO succession process, working directly with the board to manage expectations and candidate dynamics.
This is a significant change from 5 or 10 years ago, when the final stages of succession were often a closed-door conversation between the CEO and the board. The CHROs who are succeeding in this expanded role have built a solid foundation of trust and credibility. They are strategic thinkers, resilient, and transparent, qualities that allow them to guide one of the most critical decisions a company can make. Their involvement ensures that leadership development is not just an HR function but a core business strategy.
From Heroic CEO To Team-Oriented Leader
What are boards looking for in CEOs today? The “CEO as hero” model, the idea that one iconic individual can single-handedly save or build a company is fading fast. While personal brand and communication skills remain important, the emphasis has shifted for CEOs.
Rubin explained that the complexity of the modern business world demands a leader who can leverage the diverse experiences and capabilities of their entire team. Success is no longer about having all the answers. It’s about building a senior team with complementary strengths and fostering a culture of collaboration.
A CEO must have the self-awareness to know where they are strong and where they are not, and the humility to rely on others. The winning formula isn’t about finding a perfect individual, it’s about assembling a balanced, high-performing team that can collectively navigate challenges. The successor to the CEO doesn’t always come from the senior team anymore, especially when the business has undergone a seismic shift that requires a leader with a specific, and different, set of experiences.
Actionable Takeaways For Modern Leaders
Navigating this new leadership landscape requires a conscious and continuous effort to adapt. Based on my conversation with Deb Rubin and my own experiences, here are a few key actions for leaders to thrive:
- Embrace Continuous Learning: Your current playbook will become obsolete. Actively seek out new knowledge, unlearn old habits, and be willing to reinvent your approach. True leadership is a journey of constant evolution.
- Cultivate Self-Awareness: Understand your strengths and weaknesses with brutal honesty. Build a team that complements your skills and empower them to lead in their areas of expertise. Your success is tied to the strength of the team you build around you.
- Think Like a Strategist, Not Just an Executive: View talent development and succession planning as core components of your business strategy. Work closely with your CHRO and board to build a resilient pipeline of future leaders.
- Stay Connected to the World: The buffer between the C-suite and the outside world has disappeared. You must be attuned to societal shifts, stakeholder expectations, and the broader global context. Your judgment on when and how to engage on external issues is now a critical leadership competency.
The role of the CEO has fundamentally changed. It’s less about command and control and more about connection, collaboration, and continuous adaptation. The leaders who succeed will be those who have the will to not only lead their organizations through transformation but to transform themselves in the process.