What are Boards Doing Differently for Better Executive Appointments in 2026?

Leadership decisions are moving faster, carrying higher stakes and less room for error. Today, boards are asking whether the real difference between a strong appointment and a costly misstep lies not in predicting transitions, but in being prepared for them – expected or not.

C-suite turnover remains elevated across global markets, with CEO exits at their highest levels in years. Investor pressure, volatile geopolitics, and technology-accelerated disruption have intensified scrutiny of every leadership decision. In this environment, the potential cost of a mis-hire is measured not only in financial loss but in strategic drift, reputational damage and stakeholder confidence.  

“CEO turnover places significant pressure on organisations, especially in times of volatility,” says Annelize van Rensburg, Global Chair and Director of Executive Search at Signium in Johannesburg.

“Boards today need the confidence that they’re choosing leaders who are genuinely right for the role. That confidence is far easier to achieve when the decision is supported by solid evidence of leadership fit.” 

Three evidence-based principles for executive hires 

Knowing the stakes of poor C-level placements is only the first step. The next step is to explore evidence-based practices that help boards consistently make stronger executive appointments. 

1. Succession is an always-on discipline 

Succession planning has shifted from an episodic, often reactive process to a year-round governance obligation. High-performing boards maintain visibility into internal and external pipelines, refresh success profiles regularly, and ensure directors and executives interact often enough so emerging leaders are understood in context. 

The most significant advantage of “always-on” succession planning is speed without uncertainty. “When boards treat succession as an ongoing discipline, they’re not forced into rushed or risky decisions when a transition occurs,” says van Rensburg. “By continuously monitoring internal talent and assessing leadership capabilities, they’re positioned to act with confidence and help maintain continuity through the change.” 

2. Evidence-based assessments enhance intuition 

Boards making senior appointments are turning to structured, evidence-based assessment to strengthen the quality of their decisions. According to recent CIPD research, stronger hiring decisions result from using a wide range of reliable evidence alongside the informed judgment of experienced leaders. This balance is especially important at the C-suite level, where context, cultural alignment and strategic thinking can’t be measured by data alone. 

Van Rensburg explains: “Experienced directors still rely on their instincts, but they must be guided by more objective information. Rather than replacing intuition, evidence-based assessment methods enhance how boards can apply their instincts.” 

Some assessments may include:  

• Psychometrics 

• Leadership judgment testing 

• Behavioural event interviewing 

• Scenario simulations 

• Cultural alignment analysis 

• Cross-checking references 

What these reveal is often invisible in a CV-driven process. When intuition is supported by structured evidence, boards gain a fuller view of who a leader is today and who they are capable of becoming tomorrow. 

3. The definition of “Executive Fit” has expanded 

The leadership profile for 2026 is broader than anything required a decade ago. Boards now evaluate executives on: 

• Readiness to lead AI-driven transformation 

• ESG fluency and stakeholder trust 

• The ability to navigate geopolitical and regulatory uncertainty 

• Big-picture thinking and confidence with complexity 

• Ethical conduct and cultural stewardship 

• Resilience, crisis navigation and long-term value orientation 

This expanded definition of “fit” reflects the interconnected pressures facing modern businesses. Experience and technical expertise remain essential, but inadequate by themselves. Boards must now select leaders capable of managing both operational performance and a broader, more complicated business ecosystem. 

How do South Africa’s King IV and King V raise leadership benchmarks? 

South Africa’s King IV code was developed by the Institute of Directors South Africa and serves as a benchmark for how boards should lead responsibly, plan succession, and make transparent, ethical decisions. King IV – and now King V – provide a practical framework that helps organisations choose leaders wisely, manage risk more effectively, and build trust with stakeholders. 

Although the codes are not legislation, they’re widely adopted in practice. South Africa’s largest companies, including all JSE-listed entities, embrace King IV and V, with many explaining in their annual reports how they put the principles into practice. 

King IV (Established 2016) 

King IV originally laid the foundation by establishing that: 

• CEO succession is a core board responsibility 

• The board must justify how leadership decisions align with governance 

• Legitimacy, ethics and long-term value creation are embedded in leadership oversight 

King V (Effective 2026) 

Revised and re-enforced on 31 October 2025, King V deepens expectations around the matters of: 

• AI, data, cyber and information governance 

• Integrated thinking across social, environmental and economic systems 

• Transparent succession planning and disclosure 

• Stakeholder trust and legitimacy as primary governance outcomes 

“Although the King IV was developed for a South African context, the underlying principles are globally relevant,” says van Rensburg. “Their focus on ethical leadership and transparent succession offers a helpful lens for boards everywhere. Even if you’re not applying the codes directly, the thinking behind them can strengthen leadership decisions.” 

Standard Bank Group offers a compelling example of governance-aligned executive succession, demonstrating the principles of King IV and previewing King V’s expectations in practice. 

In its 2024 Governance Report, Standard Bank confirms: 

• The board keeps succession planning high on its agenda for both directors and senior executives. 

• It uses a structured plan to make sure future board appointments match the skills the organisation needs. 

• Succession thinking includes the capabilities the board will need to stay relevant in the future. 

• The board oversees how King IV is applied and regularly reviews director independence. 

• Directors receive ongoing training in AI, cybersecurity, and digital risk. 

Van Rensburg adds: “With CEO and CFO retirements planned years in advance, Standard Bank’s governance processes show what disciplined succession looks like. It’s structured, evidence-based, and built around the skills the future will demand. These are the hallmarks of high-performing boards worldwide.” 

Preparation remains the top priority for boards in 2026 

Strong C-suite appointments now rely more on the steady habits executive boards build over time. To coordinate winning executive appointments, they must stay curious about their talent, refresh their pipelines, and gather real evidence long before a leadership gap appears. Van Rensburg explains: “Boards can’t wait for disruption to force their hand. They must prepare for it continually.” 

As author and speaker James Clear reminds us, “You do not rise to the level of your goals. You fall to the level of your systems.” For boards, those systems do more than support hiring decisions. They uphold the quality of leadership itself.