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.

Effective leadership has long been defined by expertise, speed and decisiveness. As artificial intelligence changes the status and value of expertise, this is rapidly changing. According to Deloitte, as of January 2026, more than a quarter of companies reported that AI was having a transformative effect on their operations. For leaders, this not only means that work is changing but that their priorities are, too. In 2026, leaders are no longer simply managing people and their performance; they are now governing complex socio-technical systems whose consequences can extend far beyond the company itself.

Few leadership challenges are more daunting than regaining your footing after your credibility has been called into question. Whether the result of a misjudgment or an organizational setback, rebuilding trust requires intentional effort, humility, vulnerability and sustained commitment.

Making an effort to promote authenticity in the workplace is valiant and even necessary. However, companies must recognize that it isn’t a one-size-fits-all project. To truly commit to authenticity, it's vital to ensure all employees, regardless of their demographic, are supported.

Doing what is right is essential. But doing it in a way that is also strategic and politically astute is how you protect your ability to lead and create lasting impact. Ethical leadership isn’t just about integrity—it’s about timing, influence and sustainability.

Should incoming CEOs simply retain the executive teams they inherit, or should they bring in new leaders who aren’t attached to past practices and outcomes and may be much better equipped to execute on current priorities?