Research

The aging services industry is facing a leadership crisis just as demand for care is surging. In the coming years, millions more older adults will need support from home health, senior living, and hospice providers. But as the need grows, the traditional pipelines for developing future leaders are starting to break down.

A new Korn Ferry survey reveals the depth of this problem. Nearly half of aging services executives say their leadership pipeline is “weak” or underdeveloped, and only 31% believe their development programs are effective. Just 8% report that those efforts include frontline staff—the very people closest to residents and daily care.

Industry leaders say the way aging services organizations develop talent has shifted dramatically. In the past, providers promoted from within—dining staff became directors, nurses stepped into executive roles. Leaders were shaped by their closeness to the work and the people they served. That kind of organic growth, experts say, built trust and helped preserve culture, but that’s no longer the case. “Many organizations are turning to external hires, often without a clear succession plan,” says Jhaymee Tynan, Principal in Korn Ferry’s Healthcare Services practice and Aging Services Co-Lead.

Why the Leadership Pipeline Is Breaking

The COVID-19 pandemic disrupted care delivery, leaving leaders stretched thin. And in its wake, they’re grappling with rising acuity, ongoing staffing shortages, tighter financial margins, and more demanding consumers.

Experts say that many industry executives built their careers during a more stable time. But as they approach retirement, they now find themselves navigating rapid change with few successors ready to take their place. “Leadership development timelines have shortened dramatically,” says Jon Sammons, Sector Leader in Korn Ferry’s Healthcare Services practice and Aging Services Co-Lead. “We’re expecting executives to be ready in a fraction of the time, but the infrastructure to support that acceleration isn’t keeping pace.”

Aging services leaders say a prolonged talent recession is fraying an already fragile pipeline, and the effects are expected to last for years. Without intentional development, the gap between who’s leading today and who’s ready to lead tomorrow will only widen.

What Aging Services Needs Now

Executives told Korn Ferry that leadership transitions in aging services are as much about culture as operations. When successors lack connection to community values, organizations risk losing not just experience, but also identity. Many leaders stressed the importance of staying close to the work, people, and rhythms of care. Without that proximity, trust is hard to build.

Tenure alone no longer signals leadership readiness. Korn Ferry research shows today’s leaders need to be agile, emotionally intelligent, and digitally fluent. The challenge, experts say, is developing these traits fast enough to keep pace with disruption.

In Korn Ferry’s latest survey, C-suite executives ranked leadership development as a top priority. Yet many admitted their systems for identifying potential and planning succession are still informal. Organizations need to build capabilities like learning agility, inclusive leadership, financial acumen, and relationship management—skills that help leaders influence diverse stakeholders.

 Yet most development programs remain limited in scope. And the people closest to residents—CNAs, dietary aides, and hospitality staff—are often excluded. “That’s a missed opportunity,” says Emily Gianunzio, Research Analyst at the Korn Ferry Institute, Korn Ferry’s research arm. “When high-potential employees don’t see a future, they create their own exit plan.”

A Practical Path Forward for Aging Services

In interviews, executives shared practical strategies for developing future leaders. Some are rotating emerging talent through key departments like finance and clinical operations. Others are forming cohorts where new managers build people skills with support from seasoned mentors. And a few are creating “bridge roles” for frontline staff—offering coaching and a raise, not just a new title.

For leaders looking to start, Korn Ferry recommends a 90-day sprint to build momentum:

1. Identify two or three high-risk roles.
2. Assess internal candidates for strengths and gaps.
3. Give them hands-on leadership exposure—like leading a census huddle or co-piloting a staffing redesign.
4. Protect time for cohort learning on essentials like communication, inclusive leadership, and using data to guide decisions.
5. Track internal fill rates, time-to-readiness, and early-tenure turnover.

The goal is not to launch “a perfect academy,” says Tynan. It’s to make development visible, practical, and tied to outcomes that matter. “When you connect it to outcomes, people start to see the value—and the urgency,” she says.

The Stakes Are High

Aging services is one of the most demanding leadership environments in the country. The work is immediate, high-pressure, and deeply personal. That’s why leadership development can’t be postponed until conditions improve.

Boards and executives face a choice: invest in growing talent from within or continue reacting to vacancies as they arise. One path builds resilience and continuity. The other risks losing both talent and the values that define the field.

The leaders developed today will define the future of aging services. This is a moment for organizations to look beyond daily pressures and recognize the untapped potential already within their teams.

By investing boldly in their growth, experts say, aging services providers will leave the field stronger, more resilient, and more human than before. “Leadership begins not with authority, but with belief,” Gianunzio says, “in people, in purpose, and in the possibility of what comes next.”

Download the full paper for insights and strategies to help build the next generation of leaders in aging services.