The Vatican’s recent papal election, marking the transition to Pope Leo XIV, has once again demonstrated how leadership succession can embody both continuity and renewal. The new pontiff’s choice of name, evoking Leo XIII, the 19th-century pope known for bridging tradition and modernity, suggests a continuation of Pope Francis’ reformist approach, particularly in fostering global dialogue, social justice, and humility in leadership.
For business leaders navigating executive turnover, this moment offers timely insights. Hogan Assessments, a global leader in workplace personality assessment and leadership consulting, has identified three key lessons from the election of Leo XIV that resonate deeply with today’s corporate challenges.
Stability is a leadership asset, not just a legacy
The Catholic Church has endured for over two millennia, not despite leadership transitions but because it ritualises and de-risks them. Clear processes, communication protocols, and an established power vacuum, known as the sede vacante, ensure institutional clarity even in the absence of a leader.
According to PwC’s 2023 CEO Survey, 73% of global executives express concern about business continuity during leadership transitions, yet fewer than 30% of organisations have a succession plan beyond a basic emergency backup.
“The Vatican’s approach shows that even in moments of uncertainty, structured succession planning can preserve continuity and trust. Businesses should take note: proactive planning isn’t just good governance, it’s a strategic imperative,” said Dr Ryne Sherman, chief science officer at Hogan Assessments and co-host of The Science of Personality podcast. Stability, in other words, requires deliberate design, not mere chance, and that design must begin well before a transition occurs.
Culture outlasts charisma, so codify it
Popes, like CEOs, bring distinct personalities to their roles, from Francis’ humility to John Paul II’s activism. Yet it is the Church’s enduring culture, embedded over centuries, that sustains its mission through change. This principle applies equally to businesses. Gallup’s 2022 State of the Global Workplace report found that 70% of employees who strongly identify with their company’s culture say it influences their decision to stay or leave, particularly during leadership transitions.
“A strong organisational culture acts as the bedrock during transitions,” Dr Sherman explained. “It ensures that the essence of the conference intact, even as leadership evolves.” For companies facing turnover, investing in cultural resilience is as critical as selecting the right successor. Codifying values and practices ensures that a company’s identity endures beyond any single leader’s tenure.
Consensus isn’t slower, it’s safer
The papal conclave, though secretive, is a masterclass in consensus-building, requiring a two-thirds majority to elect a new pope, a rule unchanged since 1179. This ensures broad support for the chosen leader. In contrast, Egon Zehnder’s CEO Succession Study revealed that only 46% of board members believe their selection processes are sufficiently rigorous.
“Building consensus may take time, but it fosters commitment and clarity. In leadership transitions, a well-considered choice is always better than a hasty one,” Dr Sherman noted. The process of selecting a leader can be as defining as the leader themselves, shaping trust and alignment across the organisation.
As the world welcomes Pope Leo XIV, business leaders and boardrooms would do well to reflect on these lessons. The Vatican’s approach underscores that effective succession is not about avoiding change but managing it with foresight and discipline.
“After all, whether you run a multinational company or a 1.3 billion-member faith community, how you plan the handover can define the next chapter,” Dr Sherman concluded.
