One of the CEOs I coach said something recently that really hit home: “Some days, I feel like an overworked magician. Everyone expects magic – boards, investors, my team- but I’m running low on tricks.”
I’ve heard versions of this from so many leaders I work with. Having spent years in the trenches with top execs around the world, I can tell you- it’s a perfect way to sum up what it’s like to lead today.
You’re on stage, lights blazing, and everyone’s waiting for you to pull off the impossible.
But The pressure doesn’t let up, the challenges keep shifting, and CEOs are left figuring out how to keep it all together.
Based on the real conversations I’ve had in my coaching sessions, here are the 7 big things keeping CEOs up at night – and what I’ve seen work to tackle them.
Let’s dive in.
1. Business Models Aren’t What They Used to Be
What got a company to the top doesn’t always keep it there.
Industries are changing fast: think how online shopping has shaken up retail or how customers now expect everything to be eco-friendly.
I coached a tech CEO whose main product, a huge moneymaker for years, lost nearly half its customers to a newer competitor. He had to rethink the whole business, without messing up what was still working.
It’s tricky. You’ve got to try new things, like adding services or shifting markets, while keeping the core steady.
From what I’ve seen, the best CEOs don’t panic- they test small changes, see what sticks, and let go of old ideas that don’t fit anymore. What’s one piece of your business you’re rethinking right now?
So key points:
- What worked yesterday doesn’t work today.
- Industries are shifting, customer behaviors are evolving, and old revenue streams are drying up.
- CEOs must reinvent their business models without breaking what still works – a delicate balancing act.
2. Growth Feels Out of Reach
Since COVID, growing the old-fashioned way – more sales, more customers- has gotten tough.
Costs are up, people are cautious, and cutting budgets only goes so far. I work with a manufacturing CEO who’s looking at buying another company to grow, but it’s a big risk, and the board didn’t buy in.
CEOs are juggling options like expanding overseas or launching new products, but every choice feels like a leap.
What helps, I’ve noticed, is breaking it down – picking one move, planning it out carefully, and being ready to adjust if it doesn’t work. What’s the next step you’re considering to grow?
So, key points:
- Post-COVID, organic growth is almost impossible.
- But cost-cutting has its limits.
- CEOs are chasing new growth levers, such as M&A, global expansion, product innovation, but every move is a high-risk bet.
3. Keeping Good People Is a Battle
Talent today wants more than a paycheck. They’re looking for a purpose they believe in, flexibility to live their lives, and leaders they actually respect.
It’s so different from when I started out- or even from what many CEOs I coach expected back in the day.
One fintech CEO I work with lost two key team members because a competitor offered them a bigger mission – something about making finance greener.
It was a wake-up call. You’ve got to build a place where people want to stay – give them a reason to care and room to breathe. Are your best people sticking around because they want to, or just because they have to?
So, key points:
- Top talent wants more – Purpose, flexibility, and real leadership matter.
- Old leadership models won’t work – Senior leaders never had these expectations.
- CEOs must adapt – Or risk losing top talent to competitors and startups.
4. Boards and Investors Want Results Yesterday
Big changes take time, or years, even. But boards and investors are focused on the next quarter.
I coached a retail CEO who’s pushing hard to go digital, and her board loved it until sales dipped for a couple of months. Suddenly, it was all about “fixing the basics” instead.
It’s a constant push and pull: keep the numbers up now or lose trust, chase the future or lose ground.
The CEOs I see handling this well are upfront with their boards- they explain the plan, show small wins along the way, and get everyone on the same page. How do you keep your board happy while staying focused on the big picture?
So, key points:
- Real transformation takes time, but quarterly results don’t wait.
- Many investors bury their heads in the sand when faced with tough economic conditions, expecting CEOs to “figure it out” – without room for failure.
- The constant tug-of-war between vision and short-term performance is exhausting.
5. AI and Tech Are a Lot to Handle
AI is everywhere, changing how companies run- think smarter customer service or faster decisions. But it’s not easy to figure out. One CEO I coach jumped into an AI project that didn’t click with customers and cost a ton. Another waited too long and watched a competitor pull ahead.
It’s a balancing act; don’t overdo it, but don’t ignore it either. The leaders I work with who get it right start small, maybe a pilot project, then build from there. They’re not afraid to ask questions and learn as they go. Where do you stand with tech in your company?
So, key points:
- AI is reshaping industries, but most CEOs struggle to integrate it effectively.
- Over-investing in the wrong tech? Costly distraction. Underestimating its impact? Risk of becoming obsolete.
- Finding the right balance is a constant challenge.
6. Leading Can Feel Really Lonely
The higher you go, the fewer people really understand what you’re dealing with. You’ve got the whole company on your shoulders: money, jobs, direction, but who do you talk to? Your team needs you to be strong, your board needs answers, and even friends outside work don’t always get it.
A CEO I coach, she’s been at it for decades, told me our sessions are the only place she can let her guard down. It’s why I do this work. You need a space to think out loud, whether it’s with a coach, a mentor, or other CEOs who’ve been there. Who do you turn to when it gets heavy?
So, key points:
- The weight is immense – CEOs shoulder the entire company’s burden.
- Nowhere to vent – They can’t share struggles with employees or the board.
- It’s isolating – Even personal networks often don’t understand their reality.
7. Great Ideas Don’t Always Happen
Every CEO I coach has big plans: new markets, better systems, you name it. But making them real? That’s where it gets tough. Teams get stuck in their own worlds, decisions take forever, or people push back on change. I worked with a healthcare CEO whose telehealth idea was a game-changer, until her managers wouldn’t let go of the old ways.
It’s all about getting things done. The best CEOs I see break through by setting clear goals, checking in often, and keeping everyone accountable. Where’s one place your plans aren’t moving forward, and what’s holding it back?
So, key points:
- Many CEOs have bold strategies, but execution keeps failing.
- Silos, slow decisions, and resistance to change prevent great ideas from becoming real impact.
- Closing this gap is one of their toughest battles.
So Dear CEOs,
These challenges aren’t going anywhere; they’re part of the job now. But they’re also chances to stand out if you’re up for it.
Here’s what I tell the CEOs I coach:
- You’re Not Alone
You don’t have to carry all it alone. Find people you trust – coaches, other leaders, mentors
– to lean on. It makes a difference.
- Focus on What Matters
Don’t waste energy on everything. Pick the fights that move you forward – growth, people,
getting stuff done.
- Your Team Is Your Strength
Give them purpose and flexibility. It’s how you keep the good ones.
- Keep Adapting
Move quick, try things out, adjust when you need to. That’s how you stay ahead.
What’s Your Story?
I’d love to hear from you. What’s the toughest part of being a CEO for you right now? Talent? Tech? Something else?
Drop a comment. I’m here to listen and share what I’ve learned from the amazing leaders I coach. Let’s figure this out together.
Stick around – subscribe for more straight-talk insights from my work with CEOs.
–By Catherine Li-Yunxia
Top Global CEO Coach & C-Suite Coach 2023 | Keynote Speaker on Human Leadership | Author of Integral CEO