The C-Suite Transition Nobody Prepares You For
Many organizations invest significant resources in preparing executives for the strategic, operational and governance demands of senior leadership. Often overlooked amid the flurry of activity surrounding the onboarding of a new executive is one of the most consequential shifts new C-suite leaders face: the collapse of their existing peer network.
While losing friends at work may seem like a secondary issue, the collapse of one’s peer network and the need to rebuild or rethink it are by no means minor concerns. By one estimate, over half of executives experience significant loneliness, and as Hakan Ozcelik and Sigal G. Barsade found in their 2018 study, loneliness at work isn’t just a matter of feelings; it is also correlated with lower performance.
Fortunately, there are proactive steps you can take to ensure that as you move into the C-Suite, your peer network expands rather than collapses.
Why Relationships Change When You’re Promoted
Senior leaders often arrive in the C-suite expecting changes in responsibility and accountability. What catches many off guard is how quickly their relationships also change.
Former colleagues may now be direct reports, which is bound to impact relationships. As an executive, one also carries confidential information about the organization, making some conversations challenging, if not off-limits. As a result, people whom you may once have relied upon to test ideas, vent or ask for honest feedback may no longer be able to fill those roles. But that’s not the only thing that changes.
When you arrive in the C-Suite, existing relationships also transform because even trusted colleagues and friends may no longer perceive or trust you as they once did. This shift is not simply isolating; it can also leave executives feeling betrayed or disappointed by the people they have long relied upon for support.
4 Steps: Understand, Rebuild, Get Advice And Diversify
1. Understand the impact.
As an executive rises through the ranks, the circle of trusted confidants often narrows. The first step is to understand and avoid minimizing the impact of losing one’s existing network and peer relationships.
As Abbey Lewis advises in a 2023 Harvard Business Impact article, "Instead of suffering in silence, new frontline leaders should use their current discomfort as an opportunity to be more intentional about creating connection at work. By understanding the source of their isolation and taking steps to ameliorate these feelings, they can expand their network, feel happier and socially connected, and more effectively tackle their daily work."
2. Rebuild your network—before you need it.
On a related note, I also advise new executives to start rebuilding their network before they need it. This may include seeking out retired executives, former leaders who have navigated similar challenges or experienced mentors who can provide perspective free from organizational politics.
Equally important is cultivating relationships outside the organization. Conferences, industry associations and executive peer groups are not simply networking opportunities; they are also essential leadership resources that provide fresh thinking, candid feedback and a broader perspective on emerging challenges. The critical mistake is waiting until a crisis makes the need to rebuild your network obvious.
3. Consider an executive coach.
As leaders rise to the most senior levels of an organization, opportunities for candid feedback and confidential counsel naturally diminish. This is a major reason executive coaching is common among CEOs and executive leaders.
A recent Stanford University and Hoover Institution study found that 58% of CEOs now work with a professional coach, a significant increase over the past decade. CEOs report turning to coaches not simply for leadership development but also for something far more valuable: access to a trusted, confidential relationship that provides honest feedback, offers perspective on complex organizational and interpersonal issues and challenges assumptions.
In a role where few people are willing or able to speak candidly, an executive coach can become one of your most important strategic resources.
4. Intentionally diversify.
Leaders naturally gravitate toward peers with similar backgrounds and sector experience. While common ground may accelerate trust, it also limits learning. The most resilient leaders I work with maintain relationships across sectors, disciplines and geographies. A healthcare executive gains unexpected insight from a technology leader. A university president finds a useful frame in a conversation with someone navigating private equity. Complex leadership challenges rarely stay within industry boundaries, and the leaders best equipped to handle them rarely confine their thinking there either.
Final Thoughts
Reaching the C-suite changes more than your title. It changes your peer network. I advise executives, especially those promoted in their current organization, to recognize the impact of this early on. After all, success at this level has always depended on not just what you know but also whom you know. This includes having access to a trusted, reliable and supportive peer network.