Why CEOs Prioritize Hobbies: The Surprising Key to Success
The relentless demands of the modern CEO role are driving leaders to pursue intense hobbies, not as a luxury, but as a necessity for maintaining performance and well-being. A growing body of research and anecdotal evidence suggests that these “serious leisure” activities – demanding, long-term pursuits – are becoming increasingly common among top executives.
A 2025 Harvard Business Review analysis revealed a rising rate of CEO turnover, with a succession rate at S&P 500 companies reaching 12.5%, up from 9.8% the previous year. This acceleration in turnover, exceeding the 25-year average of 11%, coincides with a growing recognition of the pressures facing corporate leaders.
The concept of “serious leisure” was highlighted in a 2018 Harvard Business Review analysis, which found many S&P 500 leaders invest heavily in pursuits requiring discipline, effort, and consistency. Executives describe their roles as all-consuming, with one CEO telling HBR that the job demands constant attention, “You can never let go when sleeping and eating and being present with your friends and family.”
Rob Lucas, CEO of private equity firm CVC, exemplifies this trend. His ascent of both Everest and K2 isn’t merely a personal achievement, but a demonstration of skills directly applicable to his professional life. Lucas has stated that both mountaineering and business require meticulous planning, careful risk management, and the ability to recognize when to retreat – a crucial skill in both arenas.
Adena Friedman, CEO of Nasdaq, spent a decade achieving a black belt in taekwondo. She told the Financial Times that the sport instilled in her the ability to simultaneously manage offense and defense, a skill she directly applies to her leadership approach. This echoes a pattern of executives seeking hobbies that cultivate skills transferable to the boardroom.
Other CEOs are finding respite and focus in diverse activities. Hanneke Faber, CEO of Logitech, utilizes outdoor swimming as a mental reset, describing a cold-water dip as a way to “acquire the blood and ideas pumping.” Alex Karp, CEO of Palantir, dedicates hours each week to cross-country skiing, using the time for focused thought and idea generation. Ivan Espinosa, CEO of Nissan, plays drums in a company band, emphasizing that leadership is about knowing when to set the beat and when to listen.
Meta CEO Mark Zuckerberg’s dedication to Brazilian jiu-jitsu further illustrates this phenomenon. The sport demands complete focus and discipline, reinforcing themes of mental fortitude and strategic thinking observed in other leaders’ pursuits.
Research and interviews reveal several consistent benefits. These hobbies provide a crucial detachment from the constant decision-making inherent in executive roles, offering the brain a break through full absorption. They also reinforce a drive for mastery, with CEOs approaching their hobbies with the same ambition for improvement they bring to their businesses. These activities offer a reality check, placing CEOs in environments where they are not in charge, helping to maintain humility. Perhaps most importantly, hobbies provide a rare sense of control, valuable in roles subject to market forces and board oversight.
Despite the demanding nature of their positions, Harvard Business Review found that CEOs have an average of 2.1 hours of downtime per day, though often fragmented. The key difference, according to executives, is treating hobbies as essential, not optional. As one leader put it, “It will force you to find time for it.”
The trend of increasing CEO turnover, with 58 departures in the S&P 500 in 2024 – a 21% increase from 2023 and the second-highest number on record – suggests a growing recognition of the toll the role takes. Whereas some markets, like the FTSE 100 and DAX 40, have seen lower turnover, the overall global trend points to a more volatile leadership landscape.