Redefiners

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 AssociatesListen now on Apple, Spotify, and YouTube.Four things you'll learn from this episodeInterim 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 CEOA closer look at the research from this episode:Global CEO Turnover Index | Russell Reynolds AssociatesThe 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 strategyHow to regroup and move forward after a setbackHow to manage competing priorities and conflicts to drive decisionsIdeas on building the culture and skills needed for technology and AI transformationIf you enjoyed this episode, you might also like these Redefiners episodes:The Business of Football with Los Angeles Rams COO Kevin DemoffLeadership Lounge: Why Decision-Making Is Becoming Harder for C-Suite Leaders—and How You Can Overcome ItExploring the Art of Possible with Google and Alphabet President and Chief Investment Officer Ruth PoratLeadership Lounge: How GenAI Can Elevate—And Expose—Today’s LeadersIn the Fast Lane: A Conversation with FIA CEO Natalie RobynLeadership Lounge: Built to Last or Built to Learn: How Leaders Can Develop ResilienceA closer look at the research from this episode:Why Athletes Make Effective LeadersAI 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-offsThe 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 KrajewskiLeadership Advisor, Russell Reynolds AssociatesFour 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 AssociatesThe New Leadership Portrait: Understanding & Unlocking Senior Executive Potential | Russell Reynolds AssociatesOvercome 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 turmoilWhat are the keys to value creation and balancing innovation with risk How to think about succession planning and working with your boardHow 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 PennLeadership Lounge: How New CEOs Build Productive Relationships With Their BoardTalking Tough Decisions with TCW President and CEO Katie KochLeadership Lounge: The Art of Succession: How to Identify Tomorrow's Leaders TodayThe Necessity of Change with President and CEO of Wells Fargo Charlie ScharfLeadership Lounge: From Firefighting to Future-Building: How Leaders Can Master Perpetual TransformationA closer look at the research from this episode:How CEOs Unlock the Hidden Barrier to Value CreationCEO Succession: A Never-Ending StoryAdapt or Die in the Age of Perpetual TransformationCode 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 effectivenessThe moments when mentorship matters most, from succession to transformationHow mentors support CEOs in building relationships with their boards, making top team decisions, and deciding between competing prioritiesThe 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 AssociatesFour 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 businessHow to embed purpose into a culture and team to help guide strategy and decision makingThe psychology of giving and asking for helpTips on building your leadership team across different stages of a company’s growthIf you enjoyed this episode, you might also like these Redefiners episodes:Action Creates Hope: A Conversation with IRC President and CEO David MilibandLeadership Lounge: Boardroom Bound: How to Navigate Your Journey from Executive to Board DirectorLeading with Faith and Purpose with His Eminence Cardinal DolanLeadership Lounge: How GenAI Can Elevate—And Expose—Today’s LeadersMusic with a Mission: Former MTV International Chairman and CEO Bill Roedy on Leading with PurposeLeadership Lounge: How to Create and Maintain Impact as a LeaderA closer look at the research from this episode:The Imperfect CEOAI and Leadership