The tragic shooting of UnitedHealthcare CEO Brian Thompson has reignited a broader conversation about the personal risks and burdens that come with top executive roles, Fortune reports.
For years, the allure of the CEO position has been diminishing, with fewer executives viewing it as the pinnacle of their career ambitions. Recent trends show that high-performing leaders are increasingly hesitant to pursue the “corner office” due to the role’s unique pressures, public exposure, and safety concerns.
Once seen as the ultimate career goal, the role of CEO is now being approached with caution by many senior executives. This shift was evident during the Fortune COO Summit in October, where several chief operating officers expressed hesitation about pursuing CEO roles. While some acknowledged the prestige and influence of the position, others cited the challenges of public scrutiny, loss of privacy, and high-pressure demands as reasons for opting out.
Some executives said they would only consider leading private companies, while others ruled out the CEO role entirely, even in non-public settings. This sentiment mirrors insights from industry observers like Geoff Colvin, who argued that the financial rewards for becoming a CEO are no longer as compelling, especially considering the added risks and lifestyle sacrifices.
The fatal shooting of UnitedHealthcare CEO Brian Thompson has further intensified concerns about executive safety. Industry insiders, including executive recruiters, board members, and current CEOs, have noted that the tragedy could deter top talent from considering CEO roles, especially in contentious industries such as healthcare, social media, or defense.
A nonprofit CEO recently shared the story of a finance executive friend who had repeatedly declined CEO offers, valuing privacy and security over prestige. The friend cited the ability to move freely without security detail as a major benefit of remaining outside the CEO role. This sentiment is now being echoed by a growing number of senior leaders who value anonymity over the exposure that comes with public-facing executive roles.
Jason Baumgarten, who leads Spencer Stuart’s Global Board and CEO Practice, underscored the importance of understanding one’s motivations for pursuing a CEO role. He emphasized that while CEOs often face criticism for their pay, private jets, and security measures, the reality is that they shoulder tremendous responsibility for thousands of employees and stakeholders. The loss of Thompson, he suggested, is an extreme example of the dangers some leaders face.
“There are lots of other ways to make money, be remembered, and lead a good life… You have to really be clear about your motivations,” Baumgarten said.
This shift in CEO aspirations is particularly evident among younger generations. Many younger professionals are opting for career paths that provide flexibility, freedom, and anonymity. Instead of climbing the corporate ladder to become a CEO, some prefer roles as middle managers, individual contributors, or entrepreneurs. Others are drawn to careers as influencers or independent creators, where they can maintain personal control over their time and privacy.
Baumgarten highlighted the risk that society faces if it continues to vilify corporate leaders, warning that it may discourage talented individuals from pursuing executive leadership roles.
“If you tear those people down all the time, there’ll be nobody left who wants [leadership roles],” he noted.
This raises broader questions about how society values and supports its leaders.
Several key factors contribute to the growing reluctance to pursue CEO roles:
- Public Scrutiny and Visibility: CEOs are under near-constant surveillance by the media, regulators, and the public. Their personal lives are often exposed, and any misstep can lead to widespread backlash.
- Safety and Security Concerns: Leaders of large, polarizing companies—particularly in healthcare, social media, and defense—are often seen as targets. The tragic death of UnitedHealthcare’s CEO highlights the extreme nature of this risk.
- Isolation at the Top: The phrase “it’s lonely at the top” has taken on new meaning in an era where CEOs are expected to make tough decisions amid intense scrutiny. The isolation can take a mental toll on leaders.
- Financial Trade-Offs: While CEOs are well-compensated, many executives feel that other career paths offer sufficient financial rewards without the heightened stress and exposure.
- Work-Life Balance: Unlike COOs or other senior executives, CEOs face unique time demands, often with little ability to disconnect from work. This has become an even bigger deterrent for executives seeking better work-life balance.
Baumgarten’s remarks point to a broader societal issue. While CEOs are often criticized for high salaries and lavish perks, they also bear the brunt of responsibility for thousands of employees, customers, and stakeholders. The relentless criticism of corporate leaders could have unintended consequences, deterring talented leaders from taking on CEO roles at a time when visionary leadership is needed most.
As more executives shy away from becoming CEOs, there is a risk that companies may face a leadership void. Baumgarten suggests that just as entrepreneurs are celebrated for their risk-taking and economic contributions, CEOs also deserve recognition for the critical role they play in driving growth and employment.
The tragic death of UnitedHealthcare CEO Brian Thompson has reignited discussions about the personal risks and pressures of leading a major company. While the CEO role was once viewed as the ultimate career aspiration, an increasing number of executives are now rethinking that goal. Concerns about security, privacy, mental health, and lifestyle are driving many to remain in less visible roles, opt for private company leadership, or pursue alternative career paths.
