Exhaustion at the Top: Over three-quarters of UK CEOs overworked and burned out

LHH recently released the UK findings from its annual global study: ‘View from the C-Suite: Embracing the Transformation of Leadership 2025’. The report investigates the challenges the C-Suite are facing, particularly with destabilising forces at play, from inflation, to political instability and technological shifts.

The challenging economic climate, both globally and in the UK, is continuing to put pressure on the executive team. As a result, over a quarter (27%) of C-Suite executives see economic uncertainty and market volatility as the biggest external challenge for their senior leadership team.

These trying times are leading to burnout – with over three-quarters (77%) of CEOs stating that they currently feel overworked and burned out, and 80% agreeing that they would like to have more leadership support options available to them. This is having a knock-on effect on retention. Nearly half (47%) of C-Suite executives reported a turnover within the leadership team they are part of in the last twelve months. With leadership turnover high, the onus is on organisations to invest in leadership development.

When it comes to the internal challenges facing C-Suite executives, there’s a generational difference in priorities. According to the report, over a fifth (21%) view finding critical talent as one of the most significant internal challenges for senior leaders. When broken down by generation, we see a higher percentage of Gen Z (41%) leaders facing this challenge, compared to Gen X (28%).

In terms areas for improvement, 40% of CEOs believe adaptability and change management are the largest skills gaps or areas for improvement for executives within their organisation. Interestingly, nearly a third of CEOs (32%) cited strategic thinking and decision-making abilities as areas to improve.

Lack of clarity around strategic objectives is also on the mind of C-Suite executives, with 30% agreeing that it’s hindering the effectiveness of the leadership team. A lack of cohesion within the senior leadership team (26%) or unrealistic financial objectives (24%) are also cited as a hindrance.

Frances Cook, Managing Director, ICEO UK & Ireland said: “In order to combat these concerning trends, organisations need to adopt new approaches to manage senior executive talent which support leaders from both a personal and business perspective. Flexible and responsive resources are required to ensure successful internal and external transitions, enhance wellbeing and encourage adaptability amid change and uncertainty.”

The greatest asset an organisation has is its talent. With over a third (37%) of CEOs considering a change of role, direction or retirement in within the next 2-3 years, leadership development needs to be a high priority to ensure business continuity.

Internal mobility could be key to increasing confidence, particularly as nearly a fifth (19%) of C-Suite executives see retaining top talent as the internal factor that is bringing the most significant challenges for senior leaders. To enable future leaders emerging talent to thrive, training needs to heavily focus on leadership and team management skills, alongside technical expertise. For some leaders, knowing that there’s a pipeline of future leaders can instil an additional sense of confidence in their leadership, and for employees, the more invested and valued they feel, the longer they stay.