Emma Coombe

I ask a lot of questions I don't criticise. Henrik, coming back to you, what other approaches would you recommend new leaders adopt to build trust effectively?

I ask a lot of questions I don't criticise. Henrik, coming back to you, what other approaches would you recommend new leaders adopt to build trust effectively?

I ask a lot of questions I don't criticise. Henrik, coming back to you, what other approaches would you recommend new leaders adopt to build trust effectively?

I couldn't agree more, Henrik. Many leaders hesitate to admit knowledge gaps. But in fact, those who show honesty build credibility with their leadership team rather than lose it. And they motivate their team because they feel empowered to fill a gap that they know exists if the CEO is facing into it. So it's not about knowing it all. Far from it.

I couldn't agree more, Henrik. Many leaders hesitate to admit knowledge gaps. But in fact, those who show honesty build credibility with their leadership team rather than lose it. And they motivate their team because they feel empowered to fill a gap that they know exists if the CEO is facing into it. So it's not about knowing it all. Far from it.

I couldn't agree more, Henrik. Many leaders hesitate to admit knowledge gaps. But in fact, those who show honesty build credibility with their leadership team rather than lose it. And they motivate their team because they feel empowered to fill a gap that they know exists if the CEO is facing into it. So it's not about knowing it all. Far from it.

Instead, it's about seeking out the right discovery type conversations across the organization. I think being transparent in your communication with your peers and team is also vital for trust building and something a new leader should consider early in their tenure. It's important you share relevant information.

Instead, it's about seeking out the right discovery type conversations across the organization. I think being transparent in your communication with your peers and team is also vital for trust building and something a new leader should consider early in their tenure. It's important you share relevant information.

Instead, it's about seeking out the right discovery type conversations across the organization. I think being transparent in your communication with your peers and team is also vital for trust building and something a new leader should consider early in their tenure. It's important you share relevant information.

And of course, that's a big decision making exercise in its own right, because not everything can or should be shared. But the relevant information you can share openly, you explain decisions clearly and you're forthright about challenges. This creates a culture where trust can flourish. Ilana, coming back to you, many leaders assume their teams trust them, often without verification.

And of course, that's a big decision making exercise in its own right, because not everything can or should be shared. But the relevant information you can share openly, you explain decisions clearly and you're forthright about challenges. This creates a culture where trust can flourish. Ilana, coming back to you, many leaders assume their teams trust them, often without verification.

And of course, that's a big decision making exercise in its own right, because not everything can or should be shared. But the relevant information you can share openly, you explain decisions clearly and you're forthright about challenges. This creates a culture where trust can flourish. Ilana, coming back to you, many leaders assume their teams trust them, often without verification.

How can a leader accurately assess trust levels within their team rather than relying on a gut feeling?

How can a leader accurately assess trust levels within their team rather than relying on a gut feeling?

How can a leader accurately assess trust levels within their team rather than relying on a gut feeling?

You've identified some clear, tangible markers for teams to look out for, Ilana, which I'm sure will be really helpful for our listeners. And I've been able to identify some of these patterns with the leaders I work with. I do a lot of work advising on non-executive director and chair appointments.

You've identified some clear, tangible markers for teams to look out for, Ilana, which I'm sure will be really helpful for our listeners. And I've been able to identify some of these patterns with the leaders I work with. I do a lot of work advising on non-executive director and chair appointments.

You've identified some clear, tangible markers for teams to look out for, Ilana, which I'm sure will be really helpful for our listeners. And I've been able to identify some of these patterns with the leaders I work with. I do a lot of work advising on non-executive director and chair appointments.

And what I've witnessed is that if just one individual on a board starts working in isolation on any of these processes, when it comes down the line and a group of candidates has been narrowed to a finalist one or two, if all the other board members haven't been included in the debate, kept updated, listened to at the beginning of a process,

And what I've witnessed is that if just one individual on a board starts working in isolation on any of these processes, when it comes down the line and a group of candidates has been narrowed to a finalist one or two, if all the other board members haven't been included in the debate, kept updated, listened to at the beginning of a process,