Redefiners

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