Russell Reynolds Associates interviews

“As such, boards need to distinguish between executives who have succeeded in favorable conditions and leaders who can create value through ambiguity, disruption, and change.”

“In many organizations, readiness is still inferred from reputation, confidence, board exposure, or prior title. But progression requires a more disciplined standard.”

“Boards can mistake familiarity for fit. They can anchor too heavily on pedigree, style, or the legacy of an outgoing successful CEO.”

“Establishing trust and an effective working relationship with the board is equally critical.”

“CEO is a learning role. No one is ever fully prepared for the depth and breadth of the authorities and responsibilities that come with the job and no CEO is perfect, at the time of appointment or at any point thereafter.”