Redefiners

When a CEO steps into the role, the focus is often on the first 100 days. But preparation should begin much earlier. The weeks—and sometimes months—between accepting the offer and officially starting provides a valuable opportunity to build (or evolve) relationships, reflect on the leader you want to be, and put the right support around you. So, how can first-time CEOs use the period before day one to lay the groundwork for a strong start? In this episode of Leadership Lounge, Emma Combe is joined by leadership advisors Ty Wiggins, Shannon Knott , and Marie-Osmonde Le Roy de Lanauze-Molines to explore how first-time CEOs can make the most of the transition period between accepting the role and officially starting. They discuss: Why the transition period looks different for internal and external CEO appointments What new CEOs should prioritize before day one. How first-time CEOs can prepare themselves personally for the demands of the role Why thinking about impact, legacy, and support systems shouldn’t wait until after you start “Every CEO transition introduces change, and every change is experienced through people.” — Shannon Knott Leadership Advisor, Russell Reynolds Four things you’ll learn from this episode: Why external CEOs should be wary of early assumptions: Board papers, interviews, and conversations can tell you a lot about an organization, but they cannot give you a complete picture of its culture, ways of working, or leadership team. External CEOs need to remain open-minded and be prepared to test their early impressions once they are in the role. Which relationships matter early on: Use the transition period to establish a strong working relationship with the chair, listen to individual board members, and understand the perspectives of other influential leaders. How your leadership may need to evolve: The appointment process can offer valuable insight into your strengths, blind spots, and development areas. Use that feedback to consider how your leadership needs to evolve as you step into the CEO role. What will help you sustain performance: The CEO role can be more isolating and demanding than first-time CEOs expect. Establishing a trusted group of advisors and routines that help you reflect and recharge can help you sustain your performance once the job begins. In this episode, we discuss: [01.55] Why internally promoted CEOs have a “golden hour” before their appointment is announced—and how to make the most of it [03.38] Why external CEOs can do all the right research and still struggle to understand how an organization really operates before joining [06.13] What newly appointed CEOs should learn from the chair and individual board members before they formally start [10.02] How to use feedback from the CEO appointment process to identify the strengths and blind spots that could shape your tenure [11.16] Why thinking about your legacy before day one can help clarify the impact you want to have as CEO [14.32] Why first-time CEOs should build a “trusted cabinet” and establish routines that help them sustain their performance before they need them

With around 2 billion people globally in Gen Z—roughly 25% of the world’s population—it’s no surprise so many consumer companies are racing to connect with them, drawn to their spending influence today and their growing economic power tomorrow. Yet capturing their loyalty is anything but straightforward. In today’s Redefiners episode, Tomas and Marla talk with a leader in youth fashion, Pacsun CEO Brieane Olson, who seems to have cracked the code on Gen Z and even wrote a book on it: Co-Created: The Cultural Strategy That Redefined Pacsun . Brieane shares how she helped lead Pacsun's turnaround after bankruptcy, the leadership lessons that shaped her early days as CEO, and how she shifted the culture from "brand telling" to "customer listening" and co-creation. She also covers how Pacsun is using AI to deepen customer relationships and drive sales, along with her playbook for building authentic partnerships that resonate. We’ll also hear from Emmy Melville , a leadership advisor at Russell Reynolds Associates, who shares how today’s leadership teams can sustain performance when change never stops. Four things you’ll learn from this episode: Tips on stepping into the CEO role How to go from “brand telling” to customer listening Insights on developing authentic brand partnerships Ideas on how to use AI to deepen customer connections If you enjoyed this episode, you might also like these Redefiners episodes: Paws, Purpose & Profit: A Conversation with Pets at Home CEO Lyssa McGowan Leadership Lounge: Why Decision-Making Is Becoming Harder for C-Suite Leaders—and How You Can Overcome It Music with a Mission: Former MTV International Chairman and CEO Bill Roedy on Leading with Purpose Leadership Lounge: How to Create and Maintain Impact as a Leader Outwork the Competition: Jordan Brand’s Winning Strategy with President Sarah Mensah Leadership Lounge: Generation Collaboration: How Leaders Can Harness the Power of Multi-Generational Teams A closer look at the research from this episode: What Are The Top Surprises New CEOs Experience? The Three Conditions That Matter Most for Transformation Team Regeneration: How Leadership Teams Sustain Performance When Change Never Stops

Stepping into a family enterprise as an outside CEO is unlike taking the helm of almost any other organization. You’re stepping into a business shaped by generations of history, deeply held values, and personal relationships. That means trust cannot be assumed. Outside CEOs need to understand what matters to the family, build relationships across the enterprise, and recognize that even seemingly small decisions can carry significant weight. So, how can outside CEOs earn the trust they need to lead effectively, while respecting the legacy they have been entrusted to protect? In this episode of Leadership Lounge, Emma Combe is joined by leadership advisors Hugo Healing and Burak Gorbon to explore what it takes to succeed as an outside CEO in a family enterprise. They discuss: What makes leading a family enterprise different from other CEO roles How outside CEOs can establish credibility and build relationships with family stakeholders How to navigate the expectations and complexities that come with leading a family-owned enterprise How to balance the need for transformation with respect for the family’s legacy “You're a custodian of something that's very personal to people.” — Hugo Healing Leadership Advisor, Russell Reynolds Four things you’ll learn from this episode: Trust must be earned: The CEO title provides authority, but family stakeholders still need to develop confidence in the person behind it. Preparation starts before day one: Learning the family’s history, relationships, values, and expectations gives outside CEOs a stronger foundation for success. Small actions send big signals: Seemingly routine decisions can take on greater significance when they appear inconsistent with the family’s values. Transformation needs shared ownership: Involving family stakeholders and recognizing their contribution can help position change as evolution rather than rejection of the past. In this episode, we discuss: (00:05:32) Why modifying a company car caused one outside CEO to lose the family’s trust just three months into the role (00:08:42) How one incoming CEO started building relationships before day one—including going sailing with a family member (00:07:09) Why outside CEOs need to “read the book” of a family enterprise before trying to write its next chapter (00:09:58) What informal conversations can reveal about a family’s expectations that you may never uncover in the boardroom (00:12:50) Why a cost-cutting transformation can raise deeper questions about whether a CEO understands what the family stands for (00:11:05) Why becoming defensive when trust breaks down can make the problem worse—and what to do instead (00:12:50) How giving family members credit for what they have built can help an outside CEO create support for change

Every leader needs a playbook to keep the organization operating consistently, cut through ambiguity, and align teams around a shared vision and goals. But many playbooks weren’t designed for an era defined by increasing uncertainty and relentless change. In today’s Redefiners, Tomas and Marla talk with former IG Group CEO June Yee Felix about how she had to rewrite her own leadership playbook after stepping into the CEO role during a time of increased regulation and scrutiny. She explores why leaders need to rewrite their playbooks to better navigate chaos and uncertainty, and shares the eight moves they’ll need to do it. She also discusses the characteristics that make up an effective board and the role boards play when it comes to tech and AI governance. We’ll also hear from Margot McShane , a leadership advisor at Russell Reynolds Associates and co-founder of RRA Artemis, an initiative to create more future-ready CEOs. She’ll explain why traditional CEO succession planning is no longer enough and how boards can build stronger leadership pipelines for an uncertain future. Four things you’ll learn from this episode: How to prepare for stepping into a leadership role at a difficult time Why leaders need to change their leadership playbooks and what should they do What are the characteristics of an effective board and what is its role when it comes to tech and AI governance What is contributing to increasing CEO turnover and how are boards preparing for CEO appointments and succession If you enjoyed this episode, you might also like these Redefiners episodes: Winning in Volatility: How Trafigura Chairman Jeremy Weir Built a Global Powerhouse Leadership Lounge: Why Decision-Making Is Becoming Harder for C-Suite Leaders—and How You Can Overcome It The Only Certainty Is Change: Nasdaq CEO Adena Friedman on AI, Innovation & Market Evolution Leadership Lounge: From Firefighting to Future-Building: How Leaders Can Master Perpetual Transformation The Necessity of Change with President and CEO of Wells Fargo Charlie Scharf Leadership Lounge: How to Be an Effective Board Director When Everything Is On Fire A closer look at the research from this episode: Create A Next-Generation Board The New Qualified Technology Executive: Redefining Board-Level Technology Expertise in 2026 Global Corporate Governance Trends for 2026 Global CEO Turnover Index

Interim CEO appointments are on the rise. As boards contend with increasing leadership turnover, unexpected CEO departures, and growing pressure from stakeholders, many are turning to interim leaders to provide stability while they identify the right long-term successor. But succeeding as an interim CEO is far from straightforward. Leaders are often expected to build trust quickly, make important decisions with limited information, and create momentum across the organization—all while operating under significant uncertainty about their own future. So, how can interim CEOs succeed in the role? In this episode of Leadership Lounge, Emma Combe sits down with Efe Ekhaese , Aimee Williamson , and Justus O'Brien —who share their perspectives on: ▪ Why boards are increasingly appointing interim CEOs ▪ The unique pressures and challenges that come with leading on an interim basis ▪ How leaders can build trust, clarity, and momentum during periods of transition ▪ What aspiring permanent CEOs should consider when navigating interim appointments "The most fraught word in interim leadership is ambiguity. The first question that an interim CEO needs to ask is: Why am I here? What am I trying to accomplish?" Justus O'Brien Leadership Advisor, Russell Reynolds Associates Listen now on Apple, Spotify, and YouTube. Four things you'll learn from this episode Interim CEOs don't have the luxury of a traditional onboarding period. With limited time and high expectations, they must absorb information quickly and make decisions before they have complete certainty. There is no universal playbook for interim leadership. Some situations require leaders to preserve stability, while others demand rapid transformation—success depends on understanding which mandate the board has given you. Trust is built faster when leaders look beyond the executive leadership team and listen to the layers below. Engaging stakeholders across multiple levels of the organization helps interim CEOs make better decisions and build credibility more quickly. Ambiguity can undermine even the most capable leaders. The most effective interim CEOs reduce uncertainty by aligning early with the board on expectations, authority, tenure, and long-term succession plans. In this 19-minute episode, we will cover: (2:26) Why interim CEO appointments are increasing (3:09) How CEO turnover, burnout, and succession planning challenges are shaping leadership transitions (6:06) The unique pressures of serving as an interim CEO (8:51) Why clarity on your mandate is essential for success (9:56) Examples of interim CEOs who have led through crisis (13:32) How to build trust quickly across the organization (14:10) Managing competing ambitions within the executive team (15:58) When and how to discuss becoming the permanent CEO A closer look at the research from this episode: Global CEO Turnover Index | Russell Reynolds Associates The Three Areas Boards Spend Their Time But Aren’t Seeing Results | Russell Reynolds Associates

World Cup madness has taken over the world. And while you’re screaming “Allez les Bleus!”, “Vamos Vamos Argentina!”, “I Believe That We Will Win!”, “It’s coming home!”, “Vamos Nippon!”, “¡Cielito Lindo”, "Olé, Olé, Olé!" or any other team chant at the World Cup, there are thousands of people who have been planning and sweating the details so that you can watch the games and cheer your team to victory. Today, we’ll speak with someone who is leading that team in Mexico, as Marla and Tomas sit down with the Commissioner and President of Federación Mexicana de Fútbol Mikel Arriola. Mikel shares how he regrouped after a setback running for political office to step into the top roles at FMF and Liga MX. He digs into how he aligned his team to execute an audacious World Cup strategy across three host cities in Mexico, guiding the organization through the complexity, politics, and stakeholder demands of both FMF and FIFA. And he discusses how technology and AI are redefining sports. We’ll also hear from Navio Kwok, a leadership specialist at Russell Reynolds Associates, who will share his perspective on whether the lessons learned in professional sport can help explain why so many athletes go on to become successful leaders. Four things you’ll learn from this episode: How to align your leadership team and navigate complexity, politics, and stakeholder demands to execute an audacious strategy How to regroup and move forward after a setback How to manage competing priorities and conflicts to drive decisions Ideas on building the culture and skills needed for technology and AI transformation If you enjoyed this episode, you might also like these Redefiners episodes: The Business of Football with Los Angeles Rams COO Kevin Demoff Leadership Lounge: Why Decision-Making Is Becoming Harder for C-Suite Leaders—and How You Can Overcome It Exploring the Art of Possible with Google and Alphabet President and Chief Investment Officer Ruth Porat Leadership Lounge: How GenAI Can Elevate—And Expose—Today’s Leaders In the Fast Lane: A Conversation with FIA CEO Natalie Robyn Leadership Lounge: Built to Last or Built to Learn: How Leaders Can Develop Resilience A closer look at the research from this episode: Why Athletes Make Effective Leaders AI and Leadership

The ability to make sound decisions has always been a defining leadership capability. But for today’s C-suite leaders, the challenge is greater than ever. Rapid change, increasing uncertainty, and a constant flow of information mean leaders are often required to make high-stakes decisions without having all the answers. In this episode of Leadership Lounge, Emma Combe sits down with leadership advisors Ilana Abramowicz and Henryk Krajewski to explore why decision-making is becoming more challenging in the C-suite—and the practices leaders can adopt to make better decisions and sustain performance. They discuss: The forces making decision-making harder at the top of organizations How leaders can navigate decisions when every option involves difficult trade-offs The practical tools leaders can use to make better decisions under pressure “Go fast where learning is cheap. Be careful where being wrong is expensive.” Henryk Krajewski Leadership Advisor, Russell Reynolds Associates Four things you'll learn from this episode: Great decision-making starts with creating space to think . C-suite leaders who are “always on" risk burnout and decision fatigue, making it harder to exercise sound judgment when it matters most. Values provide critical decision-making guardrails . When facts are incomplete and every option carries consequences, clarity about what leaders stand for helps them make difficult decisions with confidence and integrity. Strong leaders know the difference between conviction and ego . The best decision-makers remain open to new evidence and avoid becoming overly attached to their original ideas. High-performing executive teams bring discipline to decision-making . Clear accountability, constructive challenge, and knowing when to move quickly—or slow down—help top teams make better decisions and execute them more effectively. In this episode, we will cover: (02:33) Why leaders often fall into analysis paralysis (04:12) The impact of being "always on" and how it can affect a leader’s judgment (05:54) How personal values help leaders navigate difficult trade-offs (10:40) How executive teams can improve decision-making through clearer decision rights (12:53) How to avoid groupthink and create productive dissent (14:03) The role of pre-mortems to stress-test major decisions (15:27) The one-way-door versus two-way-door-framework for more effective decision-making A closer look at the research from this episode: Global Leadership Monitor | Russell Reynolds Associates The New Leadership Portrait: Understanding & Unlocking Senior Executive Potential | Russell Reynolds Associates Overcome Decision Paralysis: Finding Order in Chaos | Russell Reynolds Associates

Stepping into the CEO role is a challenging transition for any leader to make. It’s even more challenging when you know you’re stepping into the role at a turbulent time in an organization’s history. Our guest today experienced that transition over a decade ago and has since built a compelling story of transformation and value creation. Standard Chartered Group Chief Executive Bill Winters joins Marla Oates and Clarke Murphy to talk about why he knowingly stepped into the role at a challenging time at the bank and what he did to restore confidence in the company. Bill shares how he manages innovation and perpetual transformation in a highly regulated industry, including how the bank is using AI, reskilling teams, and continuing to evolve with digital assets. He also unpacks how he builds relationships and trust with his board, including plans for the next CEO succession. We’ll also hear from Henryk Krajewski , leadership advisor at Russell Reynolds Associates, who shares his perspective on how CEOs can unlock greater value in today’s environment. Four things you’ll learn from this episode: What are some the first steps to take to restore confidence in a company in turmoil What are the keys to value creation and balancing innovation with risk How to think about succession planning and working with your board How to lead perpetual change If you enjoyed this episode, you might also like these Redefiners episodes: Transformation in Turbulent Times with Former Telstra CEO Andy Penn Leadership Lounge: How New CEOs Build Productive Relationships With Their Board Talking Tough Decisions with TCW President and CEO Katie Koch Leadership Lounge: The Art of Succession: How to Identify Tomorrow's Leaders Today The Necessity of Change with President and CEO of Wells Fargo Charlie Scharf Leadership Lounge: From Firefighting to Future-Building: How Leaders Can Master Perpetual Transformation A closer look at the research from this episode: How CEOs Unlock the Hidden Barrier to Value Creation CEO Succession: A Never-Ending Story Adapt or Die in the Age of Perpetual Transformation Code to Culture: AI-Driven Workforce Transformation in Financial Services

The demands of the CEO role don’t stand still—and neither can the leaders in it. Yet while many executives benefit from mentorship on the path to the top, far fewer maintain it once they arrive. In this episode of Leadership Lounge , Emma Combe sits down with Suzanne Bose-Mallick to explore how mentorship helps CEOs sustain performance in one of the most demanding roles in business. They discuss: Why many CEOs stop engaging with mentors—and why that can limit their effectiveness The moments when mentorship matters most, from succession to transformation How mentors support CEOs in building relationships with their boards, making top team decisions, and deciding between competing priorities The difference between a mentor and a chair—and why independence can be important “An external mentor allows a CEO to have consequence-free conversations…a space where they can truly express their concerns.” - Suzanne Bose-Mallick, Leadership Advisor, Russell Reynolds Associates Four things you’ll learn from this episode: Mentorship becomes more valuable at the top: The transition into the CEO role often increases the need for external perspective, not reduces it. Challenge sharpens performance: The best mentors hold CEOs to account, helping them make better, more grounded decisions. Independence creates space for honesty: Unlike internal stakeholders, external mentors offer a confidential environment for candid reflection and clearer thinking. Impact depends on the CEO: The most effective mentoring relationships require preparation, openness, and a willingness to be challenged. In this episode, we will cover: (1:53) Why CEOs must continually evolve to stay effective (2:38) How mentorship supports leaders through high-stakes transitions (5:20) When to seek a mentor—and why it’s never too late (6:53) The role of mentors in grounding decision-making under pressure (8:44) Mentor vs. chair: understanding the difference (10:55) What CEOs must bring to get value from mentorship (12:31) When mentoring relationships lose effectiveness—and how to respond

The term “crowdfunding” was coined in 2006 by entrepreneur and technologist, Michael Sullivan. The number of crowdfunding tools and companies have grown since then, but the purpose has remained the same—democratizing access to capital for those who need it. GoFundMe CEO Tim Cadogan joins Marla Oates and Tomas Chamorro-Premuzic to talk about how his organization is helping people help each other, connecting more than 190 million people to raise $40 billion since the company’s founding in 2010. Tim digs into the key drivers to scaling and growing the business, including embedding purpose, technology, and AI. He delves into the psychology of asking for and receiving help, and how emotion and the need for human connection impact fundraising. And he shares his journey from entrepreneur CEO to board chair, and how he shifted and evolved his leadership style along the way. We’ll also hear from Emma Combe , leadership advisor and the UK Board Practice Leader at Russell Reynolds Associates, who will share what it really takes to move from an executive role into the boardroom. Emma is also the host of Redefiners’ sister podcast, Leadership Lounge , where she asks our advisors to answer some of the most pressing questions senior leaders face. Four things you’ll learn from this episode: The top leadership and tech/AI drivers to scaling and growing a business How to embed purpose into a culture and team to help guide strategy and decision making The psychology of giving and asking for help Tips on building your leadership team across different stages of a company’s growth If you enjoyed this episode, you might also like these Redefiners episodes: Action Creates Hope: A Conversation with IRC President and CEO David Miliband Leadership Lounge: Boardroom Bound: How to Navigate Your Journey from Executive to Board Director Leading with Faith and Purpose with His Eminence Cardinal Dolan Leadership Lounge: How GenAI Can Elevate—And Expose—Today’s Leaders Music with a Mission: Former MTV International Chairman and CEO Bill Roedy on Leading with Purpose Leadership Lounge: How to Create and Maintain Impact as a Leader A closer look at the research from this episode: The Imperfect CEO AI and Leadership

Stepping into the board chair role is a pivotal moment in any leadership journey—one that requires a fundamental shift in mindset and approach. You’re not just contributing to the discussion; you’re responsible for shaping boardroom dynamics, drawing out collective insight, and ensuring the board focuses on what matters most. In this episode of Leadership Lounge , Emma Combe is joined by Rich Fields , Laura Sanderson , and Margot McShane to explore what separates effective board chairs from the rest—and how new chairs can establish credibility and impact from day one. They discuss: How the board chair role differs across governance structures and geographies The balance between facilitating discussion and maintaining strategic focus The leadership behaviors of high-performing board chairs How board chairs can build strong, productive relationships with their CEOs “Being an effective chair isn’t about having all the answers—it’s about creating the conditions for better questions, better conversations, and ultimately better decisions.” Emma Combe , Leadership Advisor, RRA Four things you’ll learn from this episode: The role of the chair is to enable—not control: Great chairs focus on orchestrating the board’s effectiveness, rather than driving outcomes themselves. Facilitation is a critical leadership skill: The best chairs create space for diverse perspectives, ensuring every voice is heard and valued. Perspective shapes performance: High-performing chairs bring a broad internal and external view, helping boards focus on the issues that matter most. The chair–CEO relationship is foundational: Trust, clarity, and open communication between the chair and CEO are essential to organizational success. In this episode, we will cover: (02.11) The evolving role of the board chair across different governance models (03.54) The core responsibilities of board chairs and how they differ from executives (07.28) The leadership behaviors of high-performing board chairs (11.44) How to facilitate inclusive, high-quality board discussions (12.54) How to navigate the transition from executive to board chair—and why it can be challenging (14.31) How to build trust and alignment with the CEO

There’s no shortage of uncertainty and change in the world these days, which is why it’s a frequent topic on Redefiners. This is especially true in the world of commodities, as perhaps no other industry has to deal with the level of uncertainty and volatility that comes with the global trade of energy, metals, and minerals. Trafigura Chairman Jeremy Weir joins Clarke Murphy and Marla Oates to discuss how he scaled the employee-owned company during his time as CEO to become one of the world’s leading commodities groups. Jeremy talks about how he identified and developed leaders and talent to manage that growth while staying ahead of constant volatility and change. He shares insights from his transition into the CEO role, and how he’s shifted his leadership style as Chairman to help the company and the next CEO succeed. He also talks about how AI is being used at Trafigura to reshape the business and where they’re placing the biggest bets. We’ll also hear from Dee Symons , a leadership advisor at Russell Reynolds Associates, who will share her perspective on how leaders can respond effectively in times of uncertainty. Four things you’ll learn from this episode: Preparing for a transition to a CEO and board role Ways to identify and develop leaders and talent during times of rapid growth Decision-making during volatile and uncertain times Making big bets with AI and how to manage the risks If you enjoyed this episode, you might also like these Redefiners episodes: Digging Deep: Leadership, Growth & Risk with BHP CEO Mike Henry Leadership Lounge: How New CEOs Build Productive Relationships With Their Board From Chaos to Clarity: How Bain Capital’s John Connaughton Leads Through Volatility Leadership Lounge: How to Build a Top-Performing C-suite – The Leadership Blueprint for Sustained High Performance The Only Certainty Is Change: Nasdaq CEO Adena Friedman on AI, Innovation & Market Evolution Leadership Lounge: From Firefighting to Future-Building: How Leaders Can Master Perpetual Transformation A closer look at the research from this episode: Global CEO Turnover Index Global Corporate Governance Trends for 2026

Since the establishment of the first family offices in the 19th century, there are now more than 8,000 single family offices globally. These offices hold over $5 trillion in total estimated wealth today, an amount expected to grow to over $9 trillion by 2030. In today’s Redefiners episode, Marla Oates and Tomas Chamorro-Premuzic talk with Stephan Roche, a Partner with BanyanGlobal Family Business Advisors. His previous roles included CEO of Walton Enterprises – the philanthropic and private investment group for the Walton family – and COO of Cascade Asset Management – the private investment office for Bill Gates and the Gates Foundation. Stephan talks about the importance of purpose in a family office and how he navigates decision making with family members who may have a different perspective when it comes to the family wealth strategy. He shares his thoughts on the role of philanthropy and impact in a family office. And he talks about the importance of developing next generation leaders to ensure they’re ready to take on the leadership and governance roles of a family office. We’ll also hear from Jeff Warren , a leadership advisor at Russell Reynolds Associates, who will share what truly distinguishes today’s most effective family office leaders—and why the role is more complex than ever. Four things you’ll learn from this episode: The key traits needed to be a successful family office leader, including navigating decision making with family members The roles of leadership, power, philanthropy and impact in family offices The critical need to develop next generation leaders in a family office How family office leaders can avoid falling into the Tradition Trap to ensure success and longevity If you enjoyed this episode, you might also like these Redefiners episodes: Sweet Success: How Mars Blends Family, Values, and Growth with former Mars SVP & Head of Corporate Development Valerie Mars Leadership Lounge: How can family enterprise leaders stay ahead in a fast-changing world? Leading with a North Star: Former Decathlon CEO Barbara Martin Coppola's Blueprint for Bold Change Leadership Lounge | Ep. 27 - How to Create and Maintain Impact as a Leader Private Investment Guru David Rubenstein Goes Public on How to Be a Successful Leader & Investor Leadership Lounge: Generation Collaboration: How Leaders Can Harness the Power of Multi-Generational Teams Learn more with the latest research from Russell Reynolds Associates: Inside the Mind of the Family Office Leader Tomorrow’s Too Late: Why Family Enterprises Must Transform Today

Generative AI is reshaping how leaders think, decide, and communicate. Used thoughtfully, it can sharpen strategic thinking and accelerate decision-making. But when GenAI output replaces genuine insight, it can expose leaders who can't defend their thinking under pressure. In this episode of Leadership Lounge , Emma Combe sits down with Amy Scissons , Sean Dineen , and Fawad Bajwa to explore how senior leaders can harness GenAI's potential while avoiding its pitfalls. They discuss: How C-suite leaders are using GenAI in their work The growing concern about "workslop"—GenAI-generated output that lacks real insight The critical skills needed to pressure-test GenAI output and avoid shallow thinking Why transparency and accountability matter more as GenAI becomes embedded in workflows “Leaders carry a lot of wisdom. They need to feed that wisdom into AI and educate it. Context is king.” Sean Dineen, Leadership Advisor, Russell Reynolds Associates Four things you'll learn from this episode: 1. GenAI can elevate strategic thinking: senior leaders are using GenAI as a sparring partner to pressure-test decisions, create board personas, and refine their perspectives before high-stakes moments. 2. Polish doesn't equal depth: GenAI-generated output can look impressive, but it can also lack substance. Leaders who can't defend their thinking under scrutiny will be exposed. 3. Critical thinking is your competitive advantage: the ability to interrogate GenAI output, provide context, and apply wisdom separates leaders who use GenAI effectively from those who outsource their judgment. 4. Transparency and accountability are non-negotiable: leaders must own their outputs, regardless of how much GenAI contributed to the process. In this episode, we will cover: (02:00) Using GenAI as a sparring partner and creating board personas to pressure-test strategic thinking. (04:39) Why senior leaders should experiment with GenAI tools to build confidence before trusting them with critical decisions. (09:05) The personal risk for leaders who rely on seemingly polished GenAI output without developing their own point of view. (09:50) How GenAI can create false flattery and why leaders need to ask it to be critical. (10:50) Why credibility is a leader's currency—and how shallow GenAI-generated thinking can erode trust. (13.13) Why critical thinking—built through struggle and learning from mistakes—is the most essential leadership skill in a GenAI world. (16:20) The importance of transparency and accountability when using GenAI tools. (17:45) How GenAI output reflects your approach: clear and thoughtful inputs amplify clarity; rushed inputs amplify shallowness. A closer look at the research from this episode: Boston Consulting Group, AI at Work 2025: Momentum Builds, but Gaps Remain | BCG Russell Reynolds Associates, Season 5 - Ep. 2 | AI or Die: A Conversation with Coveo Chairman and CEO Louis Têtu | Redefiners - Podcast Series | Russell Reynolds Associates Harvard Business Review, AI-Generated “Workslop” Is Destroying Productivity Russell Reynolds Associates, Global Leadership Monitor | Russell Reynolds Associates Russell Reynolds Associates, Season 3 - Ep. 18 | A Front Row Seat to the AI Revolution with Microsoft Vice Chair and President Brad Smith – Part 2 | Redefiners - Podcast Series | Russell Reynolds Associates

Transformation continues to be the word at the top of leaders’ minds. Whether it’s due to changes in technology with AI, market shifts, the regulatory landscape, or unexpected global events, leaders are looking to transform their organization’s operations and culture to be more agile, innovative, and resilient. In today’s Redefiners, Marla Oates and Tomas Chamorro-Premuzic talk with former Telstra CEO and managing Director, Andy Penn, about how he led the transformation of Australia’s largest telecommunications company. Andy shares what it was like stepping into the CEO role at Telstra at a turbulent time for the company, its customers, and the board. He talks about the key lessons he learned leading a multi-year company-wide transformation effort, and how he put the right team and culture together to get it done. He also talks about his current roles in cybersecurity, providing critical insights on how to prepare for and deter cyber-attacks. We’ll also hear from Tuck Rickards , a leadership advisor at Russell Reynolds Associates, who will discuss what he believes is the leadership formula for effective AI transformation. Four things you’ll learn from this episode: The key steps and KPIs when implementing a transformation project Tips on putting together the right leadership team and organizational culture to help make reinvention happen How to prepare for cyber-security risks while balance the productivity benefits of AI projects How to successfully transition from CEO to board and advisory roles If you enjoyed this episode, you might also like these Redefiners episodes: Talking Transformational Leadership with RRA’s CEO Constantine Alexandrakis Leadership Lounge: How to Build a Top-Performing C-suite: The Leadership Blueprint for Sustained High Performance Trust Your Gut: AXA’s Thomas Buberl Talks Transformation and Reinvention Leadership Lounge: From Firefighting to Future-Building: How Leaders Can Master Perpetual Transformation Driving Transformation with Volvo Cars President and CEO Jim Rowan Leadership Lounge: Unleashing AI’s potential: Are you ready to lead the charge? Learn more with the latest research from Russell Reynolds Associates: Adapt or Die in the Age of Perpetual Transformation Why Most AI Transformations Fail Before They Start

For new CEOs, few relationships matter more—and few are more complex—than the relationship with their board. The tone set in the first year can either establish the board as a powerful ally or create friction that slows progress. In this episode of Leadership Lounge , Emma Combe is joined by three of our trusted leadership advisors Rusty O’Kelley , Anita Wingrove , and Ty Wiggins, to explore how new CEOs can build trust, alignment, and effective ways of working with their boards—and how that relationship evolves over time. They discuss: Why the CEO–board relationship is so critical in the first year of leadership What new CEOs should seek to understand about their board before and during the transition How transparency and candor build credibility and trust Where conflict most often arises between CEOs and boards—and how to navigate it constructively “You ultimately want their perspective on key matters. And for that, they need to have the unvarnished truth.” Ty Wiggins Leadership Advisor, Russell Reynolds Associates Four things you’ll learn from this episode: Early engagement with board members helps new CEOs understand individual perspectives, priorities, and expectations—reducing the risk of misalignment later on. Clear priorities, timelines, and metrics give boards confidence and prevent anxiety from filling information gaps. Candor builds trust—boards are most effective when CEOs share the full picture, including challenges, alongside a clear plan forward. The CEO–board relationship must evolve over time, with periodic resets helping to maintain alignment. In this episode, we will cover: (01:45) Why the CEO–board relationship is critical in the first year (03:10) How new CEOs should prepare for working with multiple board perspectives (05:05) What to understand about the board during the selection and transition phase (10:30) What effective transparency with the board really looks like (13:40) How to share difficult news without undermining confidence (16:20) The most common sources of tension between CEOs and boards (18:55) Managing disagreement constructively and maintaining trust (24:10) When and how to reset expectations with the board over time (26:45) The most common mistakes new CEOs make—and how to avoid them A closer look at the research from this episode: CEO Transitions | Russell Reynolds Associates The New CEO | Russell Reynolds Associates

Leadership is crucial to provide vision, direction, and motivation, guiding individuals and organizations toward common goals and overall success. This is true whether it’s in business, society, or your local community. Today, Clarke Murphy sits down with His Eminence Timothy Cardinal Dolan, a well-known leader in the Catholic church, in the New York City community, and around the world. Cardinal Dolan shares his path to leadership roles in the Church and how he looks at developing the next generation of Church leaders. He talks about what goes into electing the next Pope and lessons on leading through uncertainty. He’ll explore the commonalities that business and religious leaders have when it comes to the challenge of earning and developing trust. And he shares his views on the role of faith in today’s world of technology and change. We’ll also hear from Dean Stamoulis , a leadership advisor at Russell Reynolds Associates, who shares why thoughtful succession planning —and the responsible transfer of power—are essential to long-term leadership continuity. Four things you’ll learn from this episode: The key insights business leaders can learn from religious leaders to help them build and maintain trust in their organizations The criteria that go into deciding who the next Pope will be and how to manage through leadership uncertainty The critical skills and traits to look for in the next generation of leaders His views on the role of faith today in a fast-changing world If you enjoyed this episode, you might also like these Redefiners episodes: The Urgent Race to Create 800 Million Jobs: World Bank President Ajay Banga’s Global Challenge Leadership Lounge: How to Create and Maintain Impact as a Leader Action Creates Hope: A Conversation with IRC President and CEO David Miliband Leadership Lounge: The Art of Succession: How to Identify Tomorrow's Leaders Today Thriving Through Adversity: How WTO’s Dr. Ngozi Okonjo-Iweala is Solving Global Problems Leadership Lounge: Beyond Handshakes: How to Build Trust and Transform Executive Team Performance

Welcome back for Season 6 of Redefiners! What better way to kick off the new year than introducing Russell Reynolds Associates’ first-ever Chief Science Officer, Tomas Chamorro-Premuzic. And if that wasn’t enough, Emma Combe from the Leadership Lounge joins Marla Oates for this special conversation. In this episode, Tomas shares his latest research on talent management, leadership development, and the human-AI interface. He’ll explain why authenticity is overrated, how to use negative thinking as a positive force, and what leaders new in their roles can do to gain competence and confidence to be successful. He’ll dig into AI and how people can stand out in a sea of technology while avoiding the growing problem of “ AI workslop .” He’ll look at how AI is impacting the traditional career ladder and what leaders need to do to develop young talent for future leadership roles. And he’ll highlight the key leadership topics he’s tracking in 2026. We’ll also hear from Amy Scissons , RRA’s Chief Marketing and Communications Officer, who will highlight a key AI challenge many leaders are only just beginning to notice. Four things you’ll learn from this episode: How to rethink authenticity and use negative thinking as a positive force What leaders new to their roles need to do to gain competence and be successful How to avoid AI workslop and how AI is impacting the traditional career ladder What are the key leadership topics Tomas is tracking in 2026 If you enjoyed this episode, you might also like these Redefiners episodes: The Leadership Lessons That Shaped Us: Celebrating 100 Episodes of Redefiners Leadership Lounge: How to Create and Maintain Impact as a Leader Banking on AI: How Goldman Sachs CIO Marco Argenti Is Rewriting the AI Playbook Leadership Lounge: Unleashing AI’s potential: Are you ready to lead the charge? Talking Transformational Leadership with RRA’s CEO Constantine Alexandrakis Leadership Lounge: How to nail your first year as CEO

There was no shortage of challenges for leaders in 2025, as they navigated a year filled with uncertainty and change. Leaders’ skills were tested as they steered their organizations through changes in the global economy, geopolitics, AI transformation, succession planning, and board relationships. In this final Redefiners episode of the season, hosts Marla Oates and Simon Kingston take a look back at 2025, highlighting how guests from the year are navigating these challenges. Hear from former CEO and current Chairman of Coveo Louis Têtu and Goldman Sachs CIO Marco Argenti on AI transformation; World Bank President Ajay Banga on culture change; Russell Reynolds Associates CEO Constantine Alexandrakis, Pets At Home CEO Lyssa McGowan, and former President and CEO of Marvel Entertainment Peter Cuneo on stepping into the CEO role; Nasdaq CEO Adena Friedman and former chair and CEO of MTV International Bill Roedy on leadership; plus insights from RRA leadership advisors in the Leadership Lounge. If you’d like to hear more, check out all the episodes of Redefiners and Leadership Lounge . Redefiners and Leadership Lounge will return with more conversations with global leaders in January 2026, so be sure to follow and subscribe to the podcast so you don’t miss an episode! Happy holidays!

Creating leadership impact isn’t about one defining moment—it’s about the ripple effects your leadership generates over time. In this episode of Leadership Lounge, Emma Combe sits down with Shannon Knott and Erin Marie Collins to unpack what meaningful impact looks like today, and how leaders can sustain it. They explore: Why impact extends beyond results to the experience others have of your leadership. The key skills—curiosity, adaptability, and an understanding of your purpose—that enable long-term influence. How to evaluate whether your leadership is truly landing across stakeholder groups. Why reflection and feedback loops are essential to maintaining credibility and trust. “Leaders who can sustain real impact do so because they’re able to stay curious. They continually learn and adjust. They treat leadership less like a position and more as a practice.” — Shannon Knott , Leadership Advisor, Russell Reynolds Associates Four things you'll learn from this episode Impact is intentional: define it consciously and test it objectively through feedback. Curiosity sustains relevance: stay adaptable and open to learning at every stage. Feedback fuels evolution: build a trusted “cabinet” to give unfiltered perspectives. Purpose anchors action: a clear sense of values helps leaders maintain credibility and trust. In this episode, we cover: (01:35) How you define leadership impact and why it extends beyond results to lasting influence (04:10) The skills that sustain long-term impact (07:25) Why leadership must shift from mastery and control to influence and judgment as careers progress (09:42) Practical ways to assess whether your impact is landing across teams and stakeholders (12:10) How reflection, feedback, and purpose create a rhythm for sustained leadership effectiveness (14:38) What inspirational leaders do differently to remain authentic and effective over time A closer look at the research from this episode: Edelman Trust Barometer 2025 Russell Reynolds Associates Global Leadership Monitor, H2 2025