Leadership Decisions That Will Matter in 2026

We’re already seeing it in early 2026: leadership decisions are starting earlier, and the cost of
getting them wrong is harder to unwind.

This isn’t about a single market moment. Capital is beginning to move again, though selectively.
Boards are more engaged. Expectations around governance and execution are rising. At the
same time, leadership teams are managing more complexity with less room for error.
Recent conversations across the industry, including many at JPM, confirmed what many teams
are already feeling. Not a rush to hire, but a growing focus on whether leadership teams and
boards are actually set up for what comes next.

Board seats, executive hires, and succession plans don’t live in isolation. They stack. They
signal. They shape how investors, employees, and future candidates interpret what a company
is becoming.

Optimism Is Returning, With More Discipline

There is a noticeable shift in sentiment. Executives are feeling more momentum, and there is a greater willingness to move forward on deals and strategic initiatives.

That optimism is paired with discipline. Capital is available, but it’s being deployed thoughtfully.
Teams are taking a closer look at timing, especially when it comes to difficult-to-reverse or
sensitive leadership decisions.

How the IPO Market Is Shaping Decisions Earlier

Even for companies that are not planning to go public in the near term, the IPO market is
influencing behavior.

Everyone is watching how the first group of companies performs. Not just how they price, but
how they operate under public scrutiny. That performance will quietly shape risk tolerance and
timing decisions across the market.

As a result, IPO readiness is no longer viewed as a last-mile exercise. It’s becoming a longer-
term conversation about governance, leadership credibility, and operating discipline.

Why Board Composition Is Coming Up Earlier

One of the clearest shifts is how early board composition is entering the conversation.
The focus is less on adding seats for the sake of it and more on which seats matter most and
why. Audit chair experience often surfaces first as companies think about financial oversight,
governance rigor, and credibility.

Private companies are also spending more time thinking about board independence. Not friends
of the board, but experienced, unbiased perspectives that can improve decision-making as
complexity increases.

Succession Planning Is No Longer a “Later” Topic

In many cases, succession planning isn’t driven by immediate departures. It’s driven by realism.
Executives are thinking about their next chapter. Boards are thinking about continuity and risk.
And companies built during a remote-first period are reassessing expectations around
leadership visibility and presence.

Global Expansion Is Driving New Leadership Needs

Another trend emerging is the focus on U.S. leadership by international companies.
European and Asian organizations are spending more time thinking about their U.S. leadership footprint as they plan for growth, capital markets activity, or deeper commercial expansion. The emphasis is on experienced U.S. executives who understand investor expectations, governance standards, and operating in the U.S. market.

Looking Ahead to 2026

What recent market conversations have made clear is that leadership planning is happening earlier and with more intention.

The teams best positioned for 2026 are not necessarily the ones moving fastest. They’re the
ones taking the time to get leadership, governance, and structure aligned before pressure
builds.

Because starting earlier is often the difference between staying ahead and playing from behind.

 

Zach Charles | Managing Partner