Emma Combe

speaker

323 appearances 4 recordings 1 series first heard Jan 2026 last heard 9 Sep

Emma Combe’s voice in public audio — every appearance, attributed to the second.

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recordings per month · last 12 months

Recordings per month over the last 12 months — 4 in all, peaking in Sep 2026 with 1.

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Redefiners · Leadership Lounge: From Offer Letter to Day One: How First-Time CEOs Lay the Groundwork for Success · 9 Sep 2026 podcast

Ty, once the offer has been accepted, what should be at the top of the priority list?

Again, that's great advice, Ty, and it's so pertinent to be reminded that what's written on paper is one thing and probably the most straightforward to get hold of, as you say, but building those relationships, building that trust, establishing really open lines of communication takes more effort, but ultimately reaps more rewards over time.

And to explore that further, I'd like to bring Shannon Knott, leadership advisor in Russell Reynolds Atlanta office, into the conversation.

Shannon, welcome back.

Thanks, Emma.

Appreciate you having me.

Shannon, who should a newly appointed CEO be investing time with before day one?

And what should these conversations be about?

You've obviously spent time with the chair during the appointment process, but this is a different conversation, and every chair will approach the relationship differently.

What we see as being really important is the CEO in that period before they start recognizing that it's an opportunity for them to build deeper, more trusted, informal relationships with the chair.

to establish ways of working, but also with the other board members.

Sometimes a UCO might need to be quite proactive in making these conversations happen, but not missing the moment is the most important thing.

And Shannon, is there anybody else on your radar?

It's a really interesting point with internal candidate Shannon and we see a completely mixed bag of those who leave quite quickly because they are desperate to become a CEO in another context, versus those who stay, most often because they think they can genuinely learn something from the person who has become CEO.

But making sure that any internal candidates are treated with great sensitivity.

that you don't assume how they're feeling or what they intend to do, but having an open and honest conversation and getting an early read on their aspirations.

What do they want to do more of?

What are their development goals as a result of the process that they've been through should really help to give the best possible shot at retaining the talent if it's something that you as the new CEO wish to do.

So far much of the preparation has been outward looking, understanding the business and the people around you.

But of course there's another part of the transition that's much more personal.

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