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We have a similar situation with our industry's executive management. Mergers and acquisitions, changing priorities and dashed expectations have a number of top industry leaders pursuing other opportunities. I could start a list here, but it would be out of date by the time you read this. In some cases, those executives will simply play a giant game of musical chairs and settle into other recently vacated seats.

In some cases, these revolving doors and the same leaders in different positions are bad for the industry. We all know people who keep landing on their feet, getting a terrific new gig when they don't deserve it. And we need to recruit new blood from other industries and groom a diverse group of leaders who can move up into those top positions.

But everything about the executive shake-up is not bad. Maybe it's just the season for turnover.

There are good reasons for an executive to leave a position—or be asked to. One might have been hired because he knows how to take a concept, whip it into shape and aggressively expand it. Then along comes a challenging operating environment with high gas prices, increasing commodities costs and decreasing consumer sentiment. Suddenly expansion is not an option. Or a whiz at accounting is brought on only to learn that the company's best chance at competing is with its extraordinary service methods, and it needs a people person at the top. Those leaders would likely thrive in a different seat or on a different bus.

Actually, I don't think it's really about the tough economy at all. The reasons are the same as always, perhaps more acute or accelerated.

What's different now beyond economics is greater transparency into organizations, active shareholders in both public and private companies, and members of the board increasingly held responsible and therefore holding executives more accountable.

What hasn't changed is the need to hold leaders accountable for work based on corporate goals. But give them the tools and the time to succeed, and reward the top achievers. Recognize that they have a life outside of work. And if they don't, maybe you can help give them one by offering mentoring opportunities, volunteer groups or affinity networks.

The tide will turn again. It won't be long before macro conditions make it easier to occupy an executive office. Long-term planners are making sure their leaders can adjust to whatever conditions come along and that they want to continue working there.