Emma Coombe

We've recently advised on a CEO succession for a business in major turnaround, and the predecessor had worked remotely remotely. really as a hangover from COVID, but for many years, and some people didn't even know if they were real.

We've recently advised on a CEO succession for a business in major turnaround, and the predecessor had worked remotely remotely. really as a hangover from COVID, but for many years, and some people didn't even know if they were real.

We've recently advised on a CEO succession for a business in major turnaround, and the predecessor had worked remotely remotely. really as a hangover from COVID, but for many years, and some people didn't even know if they were real.

The new CEO has already been to almost 50 different locations, has connected in a very direct, approachable way with people at all different levels of the organization. And the amount of feedback that they've got in such a short space of time, they've been enrolled for just a matter of weeks is really remarkable.

The new CEO has already been to almost 50 different locations, has connected in a very direct, approachable way with people at all different levels of the organization. And the amount of feedback that they've got in such a short space of time, they've been enrolled for just a matter of weeks is really remarkable.

The new CEO has already been to almost 50 different locations, has connected in a very direct, approachable way with people at all different levels of the organization. And the amount of feedback that they've got in such a short space of time, they've been enrolled for just a matter of weeks is really remarkable.

So to get unfiltered feedback, particularly as the CEO, is something you need to actively seek out and be really intentional about. Dee, how else can leaders encourage honest, upward feedback?

So to get unfiltered feedback, particularly as the CEO, is something you need to actively seek out and be really intentional about. Dee, how else can leaders encourage honest, upward feedback?

So to get unfiltered feedback, particularly as the CEO, is something you need to actively seek out and be really intentional about. Dee, how else can leaders encourage honest, upward feedback?

Yeah, I think you raise an excellent point here, Dee, and having multiple channels is really important. But having a feedback rich culture should be the norm. Lots of people say that the best practice is that nothing comes as a surprise at an end of year review. So it should be part of a weekly or even daily routine. That being said, feedback shouldn't become so overplayed that it's gamified.

Yeah, I think you raise an excellent point here, Dee, and having multiple channels is really important. But having a feedback rich culture should be the norm. Lots of people say that the best practice is that nothing comes as a surprise at an end of year review. So it should be part of a weekly or even daily routine. That being said, feedback shouldn't become so overplayed that it's gamified.

Yeah, I think you raise an excellent point here, Dee, and having multiple channels is really important. But having a feedback rich culture should be the norm. Lots of people say that the best practice is that nothing comes as a surprise at an end of year review. So it should be part of a weekly or even daily routine. That being said, feedback shouldn't become so overplayed that it's gamified.

And some organizations do talk about that happening now. So it's finding and striking the right balance. I'd now like to welcome our final voice into the conversation, Silvia Largo, Leadership Advisor in Russell Reynolds Associates' Barcelona office. Silvia, welcome to the Leadership Lounge.

And some organizations do talk about that happening now. So it's finding and striking the right balance. I'd now like to welcome our final voice into the conversation, Silvia Largo, Leadership Advisor in Russell Reynolds Associates' Barcelona office. Silvia, welcome to the Leadership Lounge.

And some organizations do talk about that happening now. So it's finding and striking the right balance. I'd now like to welcome our final voice into the conversation, Silvia Largo, Leadership Advisor in Russell Reynolds Associates' Barcelona office. Silvia, welcome to the Leadership Lounge.

Silvia, we spoke earlier about how leaders could give feedback effectively. What about how they can receive feedback constructively?

Silvia, we spoke earlier about how leaders could give feedback effectively. What about how they can receive feedback constructively?

Silvia, we spoke earlier about how leaders could give feedback effectively. What about how they can receive feedback constructively?

I think that's incredibly relatable. We've all likely had at least one moment in our careers when we've been given feedback and immediately we prepare a response instead of truly absorbing what's being said. And I also think for the next generation growing up in a culture of seeking such frequent affirmation through social media and likes and the way that we now live,

I think that's incredibly relatable. We've all likely had at least one moment in our careers when we've been given feedback and immediately we prepare a response instead of truly absorbing what's being said. And I also think for the next generation growing up in a culture of seeking such frequent affirmation through social media and likes and the way that we now live,