Redefiners

Transformation is at the top of the agenda for CEOs. The rise of AI is forcing even the most successful organizations to rethink how they operate and create value. Yet despite the time, energy, and investment going into transformation, success remains stubbornly difficult to achieve.

The reality is that transformation is incredibly complex. It requires thousands of people to let go of familiar ways of working, make different decisions, and move in a new direction. And that inevitably creates resistance.

So, how can CEOs overcome that resistance and make transformation stick? In this episode of Leadership Lounge, Emma Combe sits down with Russell Reynolds Associates CEO and author of The Catalyst CEO, Constantine Alexandrakis, alongside leadership advisors Sean Dineen and David Mills,who share their perspectives on:
Why even the strongest transformation strategies can struggle to translate into lasting change
How CEOs can identify and respond to different forms of resistance
Why building ownership across the leadership team, board, and wider organization matters
How CEOs need to adapt their own leadership style to make transformation stick

“The key shift CEOs need to make is from seeing themselves as someone who has to command transformation from the top to creating the conditions where people can co-own and co-lead it together.”

Constantine Alexandrakis
CEO, Russell Reynolds Associates and author of The Catalyst CEO

Listen now on Apple, Spotify, and YouTube.

Four things you'll learn from this episode
Resistance to transformation does not have a single cause. People may not understand why change is necessary, feel a natural pull toward the status quo, or genuinely support the transformation but face barriers that prevent them from acting. Understanding which type of resistance you are dealing with is critical to responding effectively.
CEOs cannot impose transformation and expect it to stick. Lasting change requires ownership across the organization. Bringing the leadership team and board into the process early—and expanding that ownership deeper into the organization—can help turn transformation from something people are asked to execute into something they actively help shape.
Leading transformation requires CEOs to know when to let go. CEOs still need to set the ambition, but they do not need to make every decision about how to get there. Listening with humility, inviting productive disagreement, and trusting others to exercise judgment can prevent the CEO from becoming a bottleneck.
When transformation stalls, pushing harder is not always the answer. What looks like resistance may actually be a practical barrier preventing people from moving forward. CEOs need to pause, understand what is really getting in the way, and be willing to learn from what has gone wrong before deciding how to move forward.

In this episode, we will cover:
02.31 Why transformation remains so difficult—even when the strategy is strong
03.30 The three types of resistance that can derail transformation
05.14 How CEOs can create urgency when the business is already performing 07.15 07.14 How to build genuine ownership across the leadership team and organization
08.06 How to bring the board with you through transformation
09.47 Why culture determines whether transformation becomes self-sustaining
10.46 The leadership skills CEOs need to lead transformation differently
14.28 What CEOs should do when transformation starts to stall
16.31 Why leaders should not be too quick to move past failure

A closer look at the research from this episode:
The Catalyst CEO: Why CEOs Can’t Lead Transformation Alone—And What the Best Do Instead, Russell Reynolds Associates
Transformational Leadership Study, Russell Reynolds Associates

In today’s rapidly changing world, the ability for an organization to adapt and transform is critical. But while nearly 75% of leaders believe that their organization risks going out of business without fundamental transformation in the next decade, only 29% say that their organization has been very or extremely successful in its transformation efforts.

In today’s Redefiners, Schneider Electric Chairman Jean-Pascal Tricoire joins Russell Reynolds Associates CEO Constantine Alexandrakis and leadership advisor Marla Oates to talk about why and how he led an audacious transformation of the company to become a global technology leader in software, sustainability, digitization, and electrification. Jean-Pascal talks about how he got the board, executive leaders, and team aligned around this new sense of transformational urgency and the first steps he took in the process. He shares why he built a leadership team designed for tension and friction to drive better decision-making, and how he got things back on track if something didn’t go according to plan. And he shares how he maintained his own vision and energy throughout the 20-year transformation process.

We’ll also hear from Sean Dineen, leadership advisor at Russell Reynolds Associates, who shares why organizations can struggle to make change stick—even when the need to transform is clear.

Four things you’ll learn from this episode:
What it means to be a Catalyst CEO to recognize transformation opportunities while aligning your board, leadership team, and people around the urgency
How to use “micro-movements” and storytelling to create transformation at scale
How to create productive tension and friction on a leadership team for better decision-making
The differences of driving transformation as a board member versus a CEO

If you enjoyed this episode, you might also like these Redefiners episodes:
Talking Transformational Leadership with RRA’s CEO Constantine Alexandrakis
Leadership Lounge: From Firefighting to Future-Building: How Leaders Can Master Perpetual Transformation
The Eight Moves to Rewrite Your Leadership Playbook with Former IG Group CEO June Yee Felix
Leadership Lounge: How to Create and Maintain Impact as a Leader
Driving Transformation with Volvo Cars President and CEO Jim Rowan
Leadership Lounge: Beyond Handshakes: How to Build Trust and Transform Executive Team Performance

A closer look at the research from this episode:
The Catalyst CEO: Why CEOs Can’t Lead Transformation Alone—And What the Best Do Instead
Why Organizational Inertia Is Killing Your Transformation—And What to Do About It
Transformational Leadership Study

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