- New Research from Boston Consulting Group Finds Chief Executives May Underestimate Long-Term Risks Closely Linked to CEO Turnover
- AI Ranks Outside Top Five CEO Stressors
- More Than 70% of Top Leaders Report Clinically High Stress Levels
BOSTON, April 1, 2026 /PRNewswire/ — More than a quarter of CEOs identify their chief financial officer as the biggest C-suite threat to their job security, according to new research from Boston Consulting Group (BCG). The finding comes as leaders also report facing heightened board scrutiny and clinically high stress levels. Together, these dynamics point to a broader pattern: the most acute pressures CEOs face often come from stakeholders closest to home, even as longer-term risks tied to turnover receive less attention.
These findings are from BCG’s inaugural CEO Insomnia Index, a global study based on a survey of approximately 500 CEOs leading companies with revenues ranging from $100 million to more than $5 billion, combined with analysis of CEO turnover data across the S&P 1200.
More than 70% of CEOs report clinically high stress levels, with an average stress score of 66.7 out of 100. At the same time, 57% say near-term issues consume a disproportionate share of their time, often crowding out focus on longer-term risks and opportunities.
“Balancing delivery against short-term targets with long-term growth has always been a CEO stress point,” says Judith Wallenstein, a BCG managing director and senior partner and the global head of the firm’s CEO Advisory. “But today they need to do it with much less time and under the watchful eye of a savvier board that feels under more scrutiny themselves—and passes this tension on to the CEO.”
Internal Pressures Intensify
Traditional performance demands remain the most immediate sources of stress. Meeting growth targets and managing costs rank as the top concerns, and 60% of CEOs expect operating conditions to be challenging in the months ahead.
At the same time, pressure from stakeholders continues to rise:
- Boards rank as the most stressful stakeholder group, despite high levels of reported alignment.
- One in three CEOs say they have more to prove to their boards than they did six months ago.
- Senior leadership teams are among the top three sources of stress, and the top source for CEOs of the largest companies.
- More than half of CEOs expect to make changes to their senior leadership teams within the next six months.
These dynamics underscore the growing complexity of the CEO role, where even strong internal relationships can be sources of strain.
Blind Spots Around Long-Term Risks Could Heighten Vulnerability
While CEOs are highly focused on immediate performance, the research points to a potential misalignment between perceived and actual risks to their tenure.
Several factors closely linked to CEO turnover rank relatively low among current stressors:
- Shareholder activism, which increases the likelihood of CEO turnover by 24%, ranks among the lowest concerns.
- While a 10% drop in employee net entry rate increases the likelihood of a CEO’s exit by 12%, employee disgruntlement is not a top priority for most leaders.
- AI, despite rising expectations for returns, ranks ninth out of eleven stressors, with 84% of CEOs feeling more energized than stressed by the imperative to innovate.
“AI pulls CEOs out of the daily performance grind by giving them the opportunity to learn something new, and to become a visionary who makes a meaningful impact on the trajectory of their company,” says Jessica Apotheker, BCG’s global chief marketing officer and CMO of the firm’s tech build and design division, BCG X.
Only 38% of CEOs report concern about employee disgruntlement, suggesting that workforce sentiment may be underappreciated as a source of risk.
Loneliness, Legacy, and the Expanding Scope of Leadership
Beyond operational pressures, CEOs also report significant emotional strain. Many describe the role as isolating, with responsibility for absorbing pressure from boards, employees, and other stakeholders.
While 72% of CEOs express confidence that their actions will secure their long-term legacy, nearly one-third are uncertain.
The findings highlight a broader challenge: CEOs must balance the urgent demands of performance with the less visible but equally critical task of managing long-term risks and organizational health.
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Media Contact:
Eric Gregoire
+1 617 850 3783
gregoire.eric@bcg.com
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SOURCE Boston Consulting Group (BCG)