Exit Call with No Crystal Ball

Another Record Number for CEO Exits

Not the kind of record I like to see. Now that we hit an unprecedented number of CEO departures in 2024, it makes sense to ask what’s going on. Obviously, a lot of macro factors are at play—rebounding from the pandemic, economic uncertainty, rapid technological change, and so on.

But I’m more certain than ever that CEOs need to get their heads around a concept I’ve been championing for years: Delivering PREDICTABLE performance.

What does that mean though? It means the CEO role goes beyond just issuing directives, building a vast amount of industry knowledge, and having the final say—it’s about managing the future and delivering results that meet clear expectations. Steadily. Consistently. Predictably. Employees, customers, and shareholders all look to the CEO for clarity on what’s coming next month, next quarter, next year, or God forbid, even five years down the road. When that clarity falters—when performance is erratic, unexpectedly up one quarter and unexpectedly down the next—confidence in the CEO falters too. And as we see so many CEOs heading for the exits, the margin for error has become razor-thin.

Stepping back, I don’t believe the tactical functions of a CEO have changed all that much: align the organization, execute strategic objectives, and deliver performance. But the window of expectation certainly has. Shareholders grow impatient after even a single missed target. Employees need consistent direction in the face of constant upheaval. Customers are quick to move on if promises aren’t met. Today, it’s no longer enough to share a vision or craft a compelling strategy; CEOs must back it with crystal-ball clarity and reliable outcomes.

I’ve also observed that many companies invest heavily in industry and MBA-esque knowledge for their executives but often neglect to train them in the foundational disciplines of goal alignment, forecasting, and communication. To me, this oversight gets to the root of the problem: CEOs, like any other business function, need training on how to do the job, not the theoretical life of a CEO. The key is mastering these skills and learning to apply them in a system that scales with the company’s growth.