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:

1. 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.
2. 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.
3. 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.
4. 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:

1. What are some the first steps to take to restore confidence in a company in turmoil
2. What are the keys to value creation and balancing innovation with risk
3. How to think about succession planning and working with your board
4. 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:

1. Mentorship becomes more valuable at the top: The transition into the CEO role often increases the need for external perspective, not reduces it.
2. Challenge sharpens performance: The best mentors hold CEOs to account, helping them make better, more grounded decisions.
3. Independence creates space for honesty: Unlike internal stakeholders, external mentors offer a confidential environment for candid reflection and clearer thinking.
4. 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:

1. The top leadership and tech/AI drivers to scaling and growing a business
2. How to embed purpose into a culture and team to help guide strategy and decision making
3. The psychology of giving and asking for help
4. 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:

1. The role of the chair is to enable—not control: Great chairs focus on orchestrating the board’s effectiveness, rather than driving outcomes themselves.
2. Facilitation is a critical leadership skill: The best chairs create space for diverse perspectives, ensuring every voice is heard and valued.
3. Perspective shapes performance: High-performing chairs bring a broad internal and external view, helping boards focus on the issues that matter most.
4. 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:

1. Preparing for a transition to a CEO and board role
2. Ways to identify and develop leaders and talent during times of rapid growth
3. Decision-making during volatile and uncertain times
4. 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:

1. The key traits needed to be a successful family office leader, including navigating decision making with family members
2. The roles of leadership, power, philanthropy and impact in family offices
3. The critical need to develop next generation leaders in a family office
4. 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