Nearly 40% of business leaders struggle to build the senior team needed for growth, UK study finds

As UK companies grow from medium-sized operations into larger enterprises, the shift often demands more than just increased revenue or workforce. It requires a fundamental evolution in leadership structure – and many UK CEOs are finding it a tough transition.

According to a recent UK study involving 500 business leaders, nearly 40 per cent of those surveyed reported struggling to build a senior team capable of taking the business forward. The research, commissioned by accountancy and advisory firm Menzies LLP, identified this issue as a central component of what it calls “The Greatest Leap” – the complex transition from a mid-sized business to a large-scale organisation.

Leaders who successfully guide their companies through this growth phase tend to do so by relinquishing tight control and placing trust in a capable senior team. However, this is often easier said than done. Around one in 10 leaders currently in the process of scaling up said that getting their senior leadership team right was their single biggest challenge.

A further 32 per cent of respondents acknowledged that they found delegation increasingly difficult as their companies grew. This reluctance to let go of responsibilities often reflects a lack of confidence in existing teams, or difficulty adapting to the mindset shift required at a larger organisational scale.

The report also highlights the importance of succession planning and structural foresight. Companies that successfully navigate this leap are those that proactively forecast what their organisation will need to look like at two or three times its current size. This involves identifying skill gaps, reassessing the roles of existing team members, and being prepared to bring in new perspectives where necessary.

Menzies advises leaders to be open to reshuffling existing roles, noting that sometimes the right person is simply in the wrong position. Internal promotions can offer stability and reward loyalty, but only if matched with the appropriate skillsets and mindset for the company’s next phase of growth.

At the same time, the report encourages business leaders to avoid sentimentality when necessary changes must be made. Honest conversations and support for transitions, whether internal or external, can help ensure the team evolves in step with the business.

As businesses in Malta consider their own growth trajectories, these findings present a compelling reminder: Cultivating the right senior leadership team isn’t a peripheral concern, it’s a cornerstone of sustainable scale.