Senior executives: why 2026 could be the right time to make a move; an op-ed by Anne-Marie Deblonde, Head of the Distribution & Media practice at Grant Alexander, for Focus RH
18.12.2025
With confidence at a low ebb and a widespread feeling that finding a more attractive role has become harder than it used to be, executives – and even more so senior executives – who are well established in their careers seem, at first glance, to have little reason to change companies as the new year approaches. Competitive compensation, secure positions and well-developed professional networks can naturally lead them to view loyalty as the most sensible option.
Unsurprisingly, the latest Apec barometer (Q4 2025) shows that executives’ mobility intentions are stagnating – and are even declining among younger professionals. The figures speak for themselves: 49% of executives now believe that changing employer involves a risk, up three points in just one year.
Yet this wait-and-see attitude can turn into a strategic trap. Contrary to popular belief, a growing number of executives and senior leaders would be better served by adopting a more proactive stance and refusing to remain stuck in their comfort zone — at the risk of missing out on decisive opportunities for the next phase of their career.
The “invisible” market: opportunities not to be missed
Why take risks in an uncertain environment when everything seems under control? Because letting opportunities slip by can prove costly. In a context of talent shortages, the job market extends far beyond visible job postings. According to a recent study, 57% of hires made in 2024 occurred without any job advertisement being published. Internal reorganizations, team renewal needs, replacements, or the emergence of new skills are not always formalized through public postings, but instead take shape through often informal opportunities.
In such an environment, access to information and the ability to interpret weak signals become critical. Executive search and recruitment advisory firms are therefore valuable allies in navigating a market that has grown more complex and less transparent. These strategic intermediaries have a deep understanding of sector dynamics, often possess confidential insights into companies’ internal strategies, and maintain direct relationships with executives seeking new challenges.
They help bring organizational needs and talent expectations together – supporting companies in identifying key profiles for their transformation projects, while guiding senior executives toward opportunities aligned with their skills, experience and aspirations.