Emma Coombe

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,

there is a real erosion of trust and right towards the end, it can all fall apart. We can assess that there's a real lack of trust when maybe just one individual without allowing for that healthy debate amongst their colleagues is driving through decisions. And then towards the end of a process, things can really fall apart because the trust just doesn't exist.

there is a real erosion of trust and right towards the end, it can all fall apart. We can assess that there's a real lack of trust when maybe just one individual without allowing for that healthy debate amongst their colleagues is driving through decisions. And then towards the end of a process, things can really fall apart because the trust just doesn't exist.

there is a real erosion of trust and right towards the end, it can all fall apart. We can assess that there's a real lack of trust when maybe just one individual without allowing for that healthy debate amongst their colleagues is driving through decisions. And then towards the end of a process, things can really fall apart because the trust just doesn't exist.

So Henrik, even the best leaders occasionally experience breakdowns in trust. When that happens, rebuilding it can be challenging, particularly at the senior leadership level. What strategies can leaders use to rebuild trust after it's been damaged?

So Henrik, even the best leaders occasionally experience breakdowns in trust. When that happens, rebuilding it can be challenging, particularly at the senior leadership level. What strategies can leaders use to rebuild trust after it's been damaged?

So Henrik, even the best leaders occasionally experience breakdowns in trust. When that happens, rebuilding it can be challenging, particularly at the senior leadership level. What strategies can leaders use to rebuild trust after it's been damaged?

That 1% rule is really interesting and not something I've heard before. And what I like is it creates a properly collaborative atmosphere that we're all in this together. It's about the collective, not about an individual feeling that it's all their fault. And I'd add that timing is critical in trust repair. The longer a breach remains unaddressed, the more difficult restoration becomes.

That 1% rule is really interesting and not something I've heard before. And what I like is it creates a properly collaborative atmosphere that we're all in this together. It's about the collective, not about an individual feeling that it's all their fault. And I'd add that timing is critical in trust repair. The longer a breach remains unaddressed, the more difficult restoration becomes.

That 1% rule is really interesting and not something I've heard before. And what I like is it creates a properly collaborative atmosphere that we're all in this together. It's about the collective, not about an individual feeling that it's all their fault. And I'd add that timing is critical in trust repair. The longer a breach remains unaddressed, the more difficult restoration becomes.

What I often find gets executives' attention is connecting these trust issues to business impact. When leaders see how trust fractures directly affect decision-making speed, knowledge sharing and innovation, it suddenly becomes a strategic priority rather than just an interpersonal comfort issue. Emi, what strategies do you see leaders use to rebuild trust?

What I often find gets executives' attention is connecting these trust issues to business impact. When leaders see how trust fractures directly affect decision-making speed, knowledge sharing and innovation, it suddenly becomes a strategic priority rather than just an interpersonal comfort issue. Emi, what strategies do you see leaders use to rebuild trust?

What I often find gets executives' attention is connecting these trust issues to business impact. When leaders see how trust fractures directly affect decision-making speed, knowledge sharing and innovation, it suddenly becomes a strategic priority rather than just an interpersonal comfort issue. Emi, what strategies do you see leaders use to rebuild trust?

And I think acknowledging these differences and working through them is critical. We found that involving an objective voice can be valuable in these moments to help executives articulate these different trust languages without defensiveness. But even more importantly, leaders need to demonstrate they've learned from this breakdown in trust. So our time in the lounge today has come to an end.

And I think acknowledging these differences and working through them is critical. We found that involving an objective voice can be valuable in these moments to help executives articulate these different trust languages without defensiveness. But even more importantly, leaders need to demonstrate they've learned from this breakdown in trust. So our time in the lounge today has come to an end.

And I think acknowledging these differences and working through them is critical. We found that involving an objective voice can be valuable in these moments to help executives articulate these different trust languages without defensiveness. But even more importantly, leaders need to demonstrate they've learned from this breakdown in trust. So our time in the lounge today has come to an end.

In 30 seconds, this is what we've learned. Trust is built on consistency. You need to demonstrate that you can follow through on your promises and commitments, no matter how small. Trust isn't something that's nice to have in an organisation. It needs to be intentionally built at a foundational level. Transparent communication is vital for trust.

In 30 seconds, this is what we've learned. Trust is built on consistency. You need to demonstrate that you can follow through on your promises and commitments, no matter how small. Trust isn't something that's nice to have in an organisation. It needs to be intentionally built at a foundational level. Transparent communication is vital for trust.

In 30 seconds, this is what we've learned. Trust is built on consistency. You need to demonstrate that you can follow through on your promises and commitments, no matter how small. Trust isn't something that's nice to have in an organisation. It needs to be intentionally built at a foundational level. Transparent communication is vital for trust.

Sharing relevant information openly, explaining decisions clearly, and being forthright about challenges creates a culture where trust can flourish. Trusted leaders give credit, own mistakes, even if minimal, and maintain confidentiality. And to repair trust, acknowledge the breach, own your contribution to building trust, and commit to change.