With over 25 years of international executive experience across five countries and seven organisations, Navid Nazemian specialises in one of leadership’s highest-risk moments: the transition into a new role.
As an ICF-accredited executive coach and author of Mastering Executive Transitions: The Definitive Guide, his work focuses on reducing the failure rate of senior leadership appointments and accelerating executive impact.
We spoke with him about transition risk, board selection, cultural complexity, and what future-ready leaders must prioritise.
You focus heavily on executive transitions. Why are they such high-stakes moments?
Executive transitions represent one of the most vulnerable periods in a leader’s career. Roughly 40% fail within the first 18 months.
From the feedback I’ve received over the years, clients describe my coaching style as hands-on and collaborative. I act as an active thinking partner, linking business strategy with people development, and focusing on maximising leadership impact during career transitions.
Transitions are rarely about competence alone. They are about behavioural shifts, stakeholder alignment, and speed of credibility. That complexity is what drew me to this space.
What signals suggest a CEO should proactively invest in transition coaching?
In my experience, there are clear indicators:
Leaders often feel stuck when stepping into broader C-suite roles, struggle with peer-level executive dynamics, or find themselves navigating complex multi-stakeholder politics. Others recognise that the expectations of their new role require different behaviours than those that made them successful previously.
Coaching is most effective when pursued early. It should be viewed as a strategic performance instrument — not a corrective measure once issues become visible.
The earlier the intervention, the lower the risk.
Culture is frequently cited as a cause of executive failure. How significant is its impact?
If we group the top ten causes of transition failure, culture ranks among the top three.
Leadership effectiveness is shaped by decision-making norms, communication style, power distance, and expectations of authority. I focus heavily on developing cultural intelligence, strengthening cross-cultural communication, and helping leaders adapt their style to the environment they are entering.
Effective executives do not simply implement strategy — they read the room.
In your book, you argue that planning outweighs luck. What do leaders most commonly underestimate?
Structured onboarding.
Executives often assume credibility will follow automatically from their track record. In reality, transitions require intentional planning.
One element I call “Discover” begins before day one. Pre-boarding — building relationships, understanding informal networks, aligning expectations — can dramatically accelerate integration.
Transitions start the moment the role is accepted, not on the first official day.
Navid Nazemian
Over the past two decades, how has the CEO role evolved?
Business environments have become more complex due to global interconnectedness and technological acceleration.
There has also been a sustained shift toward emotional intelligence and human-centred leadership. Talent markets have moved from employer-driven to employee-driven dynamics, increasing retention pressure. At the same time, diversity, inclusion, belonging, and sustainability expectations have intensified.
The CEO role today requires far greater behavioural adaptability than it did 20 years ago.
You have served on a nominating committee. What separates strong board candidates from average ones?
An effective board selection process must be thoughtful, transparent and independent.
Strong candidates demonstrate strategic judgement, relevant governance experience, and alignment with the organisation’s mission and ethical standards. Objective evaluation tools and competency-based interviews help reduce bias and improve decision quality.
Board strength begins with disciplined selection.
What advice would you offer aspiring board members?
Apply only when you genuinely meet the criteria to a high degree.
Beyond technical capability, demonstrate commitment — to governance, to ethics, and to the professional community you serve. Boards look for contribution, not status.
How does transition coaching benefit not just the CEO, but the organisation?
For the CEO, benefits include smoother integration, accelerated productivity, enhanced strategic self-awareness, and greater effectiveness under pressure.
For the organisation, successful transitions improve executive team alignment, reduce turnover risk, strengthen cultural integration, and increase stakeholder confidence.
A well-supported CEO transition signals stability and foresight to boards and investors alike.
Looking ahead, what capabilities will matter most for senior leaders?
Predictions are often inaccurate. Few anticipated how quickly areas such as prompt engineering would emerge.
Instead, I rely on timeless principles.
Early in my career, a mentor told me that I did not need to be the best at everything. I needed to do two things: put myself in the shoes of customers, and be the best at becoming better every day.
That advice has stayed with me. Continuous improvement and perspective-taking remain enduring leadership advantages.
Navid Nazemian
Leadership ambition often comes with personal cost. How do you sustain performance?
I strongly align with the concept introduced in Manage Your Energy, Not Your Time by Tony Schwartz and Catherine McCarthy.
Sustainable high performance depends on managing physical, emotional, mental, and spiritual energy — not simply allocating hours. Energy renewal is fundamental to long-term executive effectiveness.
What are you currently building?
Rather than constantly creating new ideas, I focus on refining and productising existing frameworks.
Following the publication of Mastering Executive Transitions, I developed a workbook, an audiobook, executive summaries, and the Certified Transition Coach® training programme.
Next, I intend to launch an immersive eLearning experience designed for executives seeking deeper application without committing to one-to-one coaching.
What does professional recognition mean to you?
Recognition reinforces the value of executive coaching in enabling leadership excellence.
More importantly, it reflects collaboration — with clients, mentors and colleagues who continuously elevate the work.
If my contribution helps executives navigate complexity more effectively while raising professional standards within coaching, that is deeply fulfilling.
