Gartner Reveals CxO Turnover on the Rise: How CHROs Can Help Stabilize Leadership Teams

A growing number of C-suite executives reporting to CEOs, excluding CHROs, are considering leaving their current roles within the next two years. According to Gartner, Inc., 56% of these leaders indicated they were likely or extremely likely to exit their positions during this timeframe.

A Gartner survey conducted in October 2024 among 200 CxOs found that 27% expressed an intention to leave within the next six months. The study also highlighted a significant increase in executive workloads compared to two years ago:

• 67% reported being asked to take on more responsibilities in their roles.
• 58% noted that their organizations relied more heavily on their function or business unit.
• 44% admitted experiencing heightened stress due to work demands.

The Impact of High Executive Turnover

Alexander Kirss, Senior Principal in Gartner’s HR practice, explained that elevated executive turnover presents a serious challenge for organizations, as less-tenured leadership teams tend to correlate with slower enterprise growth—one of the most critical performance metrics for businesses. He also noted that more experienced executives were more likely to leave within the next two years compared to those who were newer to their roles.

The study found that organizations with leadership teams averaging five or more years in tenure outperformed their counterparts with shorter tenures in key areas such as revenue growth and customer experience.

Despite the importance of retaining CxOs, Kirss pointed out that CHROs face significant obstacles in reducing turnover. The survey revealed that fewer than one in four CxOs believed their CHRO was effective in strengthening the executive team’s ability to function cohesively. Additionally, only 23% felt their CHRO was successful in managing tensions among C-suite members.

CHRO Strategies to Reduce CxO Turnover

Despite these challenges, CHROs can play a crucial role in addressing the root causes of executive attrition through targeted interventions:

• Acting as executive career coaches: CHROs can work closely with CEOs to develop workforce strategies and succession plans for the C-suite. By leveraging their expertise in leadership development, they can connect CxOs with tailored internal and external resources to enhance their skills and career trajectories.
• Fostering trust between CxOs and the CEO: Ensuring that executives clearly understand the CEO’s priorities and engage in open communication strengthens leadership alignment. CHROs can facilitate regular discussions, providing CxOs with opportunities to showcase their expertise while fostering a culture of transparency. Sharing best practices for building CEO trust among peers can further accelerate cohesion across the C-suite.
• Advocating for executive well-being: CHROs should take an active role in promoting mental health awareness among senior leaders, helping them identify sources of workplace stress and coaching them on achieving a better work-life balance. By modeling healthy well-being practices and openly discussing their own efforts to maintain balance, CHROs can reduce stigma and encourage more candid conversations around mental health at the executive level.

As organizations navigate increasing executive turnover, CHROs have a unique opportunity to bridge gaps in leadership retention and stability. By fostering a culture of trust, career development, and well-being, they can help sustain strong leadership teams and drive long-term enterprise growth.

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