26.01.2026|
Leadership health: the invisible link in governance
A leader’s health issue is not merely a personal ordeal; it is a matter of governance, communication, and collective resilience. So what should be done when a leader falls ill? Here are eight key steps to help an organization communicate with empathy while remaining transparent.
A longstanding taboo, the health of a CEO has often been kept in total secrecy. It’s as if acknowledging any vulnerability could put the company at risk. However, in the age of social networks and imposed transparency, absolute silence is no longer tenable or even desired. Employees see, customers wonder, markets speculate. And most importantly: behind the function, there is a person, with strengths, but also weaknesses.
A manager’s health problem is not just a personal ordeal: it is an issue of governance, communication and collective resilience. So, what do you do when a leader gets sick? Some priority measures to reconcile human dignity with operational stability.
Establish a clear governance framework
From the first sign of unavailability, or even earlier in some cases, it is crucial to define who takes over. A COO, board member, an expanded executive committee… whatever the formula, what matters is certainty about the continuity of decision-making and sound governance.
Start with empathetic, in-house communication
Employees are the first to be affected. They need to hear the truth, without unnecessary medical details, but without playing it down either. Their confidence will benefit from a clear message: “The manager has a health issue, but the company continues to move forward.”
Mastering the external narrative
Investors, clients and the media scrutinise the smallest rumour. Sober, quick and factual communication is better than silence that fuels market anxiety. An inspiring example: Arthur Sadoun at Publicis, who faced his vulnerability with dignity, turning his experience into a tool for raising awareness.
Anticipate with a specific crisis plan
Temporary or prolonged absences must be anticipated. Pre-written press releases, designated spokespersons, approved protocols and processes: this preparation avoids hazardous and often painful improvisation and protects both the individual and the organisation.
Respect the difference between private and public life
Not everything has to be said. Everyone has a right to privacy. The golden rule is to communicate what has a direct impact on the leadership role, and no more. This preserves dignity while meeting the legitimate expectations of stakeholders.
Humanise the tone and embrace vulnerability
Managers are not superhuman. Telling the truth, showing your limits without giving up your role, inspires much more than the illusion of omnipotence. The courage of controlled transparency is often seen as a great strength.
Channel social networks
In the age of hashtags and other instant reactions, it is crucial to publish an official missive quickly. This message, relayed through the company’s channels, helps prevent the spread of rumours and keep control of the narrative.
Turning the event into something bigger
Some crises can turn into causes that are taken very seriously: awareness of the disease, commitment to prevention, improved working conditions for sick staff or carers. This type of initiative, such as “Working With Cancer” launched by Publicis, gives meaning to the challenge and goes beyond it.
To sum up…
A leader’s health issue is a human, organisational and media shockwave. The mistake would be to choose between total silence and intrusive transparency. The right path lies between the two: a controlled, sincere but measured narrative that protects the individual while giving reassurance that business continues as usual. When all is said and done, what makes a company strong is not the infallibility of its leader, but the collective ability to move forward, even when the leader falters.
This text was written by Nabila Bouzouina and published on December 15, 2025, in Leader Magazine.
A longstanding taboo, the health of a CEO has often been kept in total secrecy. It’s as if acknowledging any vulnerability could put the company at risk. However, in the age of social networks and imposed transparency, absolute silence is no longer tenable or even desired. Employees see, customers wonder, markets speculate. And most importantly: behind the function, there is a person, with strengths, but also weaknesses.
A manager’s health problem is not just a personal ordeal: it is an issue of governance, communication and collective resilience. So, what do you do when a leader gets sick? Some priority measures to reconcile human dignity with operational stability.
Establish a clear governance framework
From the first sign of unavailability, or even earlier in some cases, it is crucial to define who takes over. A COO, board member, an expanded executive committee… whatever the formula, what matters is certainty about the continuity of decision-making and sound governance.
Start with empathetic, in-house communication
Employees are the first to be affected. They need to hear the truth, without unnecessary medical details, but without playing it down either. Their confidence will benefit from a clear message: “The manager has a health issue, but the company continues to move forward.”
Mastering the external narrative
Investors, clients and the media scrutinise the smallest rumour. Sober, quick and factual communication is better than silence that fuels market anxiety. An inspiring example: Arthur Sadoun at Publicis, who faced his vulnerability with dignity, turning his experience into a tool for raising awareness.
Anticipate with a specific crisis plan
Temporary or prolonged absences must be anticipated. Pre-written press releases, designated spokespersons, approved protocols and processes: this preparation avoids hazardous and often painful improvisation and protects both the individual and the organisation.
Respect the difference between private and public life
Not everything has to be said. Everyone has a right to privacy. The golden rule is to communicate what has a direct impact on the leadership role, and no more. This preserves dignity while meeting the legitimate expectations of stakeholders.
Humanise the tone and embrace vulnerability
Managers are not superhuman. Telling the truth, showing your limits without giving up your role, inspires much more than the illusion of omnipotence. The courage of controlled transparency is often seen as a great strength.
Channel social networks
In the age of hashtags and other instant reactions, it is crucial to publish an official missive quickly. This message, relayed through the company’s channels, helps prevent the spread of rumours and keep control of the narrative.
Turning the event into something bigger
Some crises can turn into causes that are taken very seriously: awareness of the disease, commitment to prevention, improved working conditions for sick staff or carers. This type of initiative, such as “Working With Cancer” launched by Publicis, gives meaning to the challenge and goes beyond it.
To sum up…
A leader’s health issue is a human, organisational and media shockwave. The mistake would be to choose between total silence and intrusive transparency. The right path lies between the two: a controlled, sincere but measured narrative that protects the individual while giving reassurance that business continues as usual. When all is said and done, what makes a company strong is not the infallibility of its leader, but the collective ability to move forward, even when the leader falters.
This text was written by Nabila Bouzouina and published on December 15, 2025, in Leader Magazine.
About the author
Nabila Bouzouina supports leaders and organizations in navigating sensitive communications, where humanity meets strategy. Convinced that vulnerability can become a strength, she advocates for clear-eyed, embodied, and responsible communication.
Nabila Bouzouina supports leaders and organizations in navigating sensitive communications, where humanity meets strategy. Convinced that vulnerability can become a strength, she advocates for clear-eyed, embodied, and responsible communication.