The Art of the Executive Exit

"Leadership transitions are pivotal moments. A CEO's first 100 days in a role are exhaustively studied; the last 100 days far less so, despite the steep costs of poor exits and the compounding benefits of good ones. For organizations, mishandled transitions can erode shareholder value, destabilize strategy, and undermine trust. For individuals, they can unsettle identity, strain relationships, and tarnish reputations."

"James Fulton advises senior executives on leadership, culture, and succession. Formerly global head of talent at Goldman Sachs, he also led Pine Street, the firm's leadership development group for partners and C-suite clients. Kate Lye is the founder of The Savoir Group and a trusted partner to C-suite leaders. Her work focuses on how executives in extreme-pressure roles perform, evolve, and thrive."

Leadership transitions represent critical inflection points that require as much attention at the end of tenure as at the beginning. CEO first-100-day playbooks are common, but the last 100 days remain underexamined despite sizable consequences. Poorly managed exits can erode shareholder value, destabilize strategy, and undermine organizational trust. Individuals face identity disruption, strained relationships, and reputational damage during exits. Deliberate offboarding, succession planning, and structured support for departing executives can reduce costs and compound benefits for both organizations and people. Expertise in talent, leadership development, and executive performance supports smoother, higher-integrity transitions.

Read at Harvard Business Review