Talent scarcity is no longer a temporary condition
Many boards continue to ask whether senior talent markets will ease. In our experience, this question is becoming less relevant.
Demographic change, leadership fatigue and rising role complexity mean fewer executives are both willing and ready to step into senior positions. This is particularly evident in roles involving transformation, regulation, public accountability or regional complexity.
Executive search in 2026 is therefore less about generating longlists and more about targeted, values-aligned identification. Boards are increasingly realistic about the size of the available pool and more focused on quality and fit.
Executive roles are expanding while tolerance for risk is shrinking
At the same time, talent supply is tightening and expectations for executive roles are increasing.
Senior leaders are now expected to:
- Navigate technology-enabled change
- Balance commercial outcomes with governance and reputation
- Lead through ambiguity and stakeholder scrutiny
- Build trust internally and externally
This expansion has narrowed candidate pools further. Fewer executives bring the breadth of capability required, and fewer are willing to accept roles where expectations are unclear or misaligned.
Boards are responding by placing greater emphasis on role definition before the search begins.
The role of AI in executive search
AI and data tools are increasingly part of executive search processes. They support market mapping, pattern recognition and early-stage research.
What they do not replace is judgement.
At senior levels, executive search decisions hinge on leadership credibility, values alignment and the ability to operate under pressure. These attributes are context-dependent and require human assessment.
Boards are becoming more discerning about how AI is used in executive search. The expectation is that technology enhances rigour and consistency, rather than accelerating decisions at the expense of insight.
Heightened board scrutiny and defensibility
In 2026, executive search is firmly within the governance lens.
Boards are under pressure to demonstrate that appointments are:
- Well-considered and evidence-based
- Aligned with strategy and culture
- Defensible if challenged
- Conducted with discretion and care
This has changed how boards evaluate search partners. Speed remains important, but not at the cost of rigour. Transparency, process discipline and advisory insight now carry greater weight than ever.
Executive search is no longer viewed as an isolated transaction. It is an extension of the board’s responsibility.
What a strong executive search looks like now
Effective executive search in 2026 is characterised by clarity and judgement.
The strongest outcomes occur when:
- Roles are clearly defined before the search commences
- Assessment criteria are explicit and aligned to strategy
- Candidates experience a respectful, discreet process
- Boards receive advice, not just information
This approach reduces appointment risk and builds confidence, particularly in complex or high-exposure roles.
Looking to the year ahead
As boards plan for 2026, executive search decisions will carry increasing consequences.
Those organisations that invest in disciplined, advisory-led search processes are better positioned to secure leaders who endure, rather than simply appointing quickly. In an environment of scarcity and scrutiny, judgement matters more than ever.
