Emma Coombe

That's a prime example of what proactive engagement looks like in practice.

Listening early, synthesizing themes and testing thinking with the board.

And what we also see as best practice is CEO transition coaching, which is a really bespoke 12 to 18 month program.

And what I particularly like about this

is the 360 feedback element.

So when we do this with new CEOs at the six week to three month mark, and then again at the nine month mark, we'll take references from the board members, from the chair, but also from direct reports and even Exco minus one to really allow the CEO to understand how they're impacting, how their messages are landing and get that live feedback in place.

And of course, with listed businesses, what's great is that in terms of the more formal set piece market updates,

the brokers will also gather feedback from shareholders.

And that can also be super helpful.

So back to you, Anita.

I'd like to talk a little now about how you can effectively communicate with your board as a new CEO.

What does good actually look like in your opinion?

Anita, I think that's a really nice way of simplifying it for our listeners.

And in my work, I often see CEOs underestimate the second one, transparency.

No matter the ownership structure, transparency is key.

But so is being transparent in a really sophisticated way and making the right judgment about the level of detail that is required and the appropriate type of messaging that the board needs to receive to know everything that's going on, but not get bogged down in too much specifics.

We'd now like to welcome back our third guest into the lounge, Ty Wiggins, Leadership Advisor in Russell Reynolds Associates' New York office.

Many of you will, of course, be familiar with Ty.

He's a regular guest on Leadership Lounge.

And as the author of a book on how new CEOs can get off to a strong start, he clearly has a lot of really valuable insights on today's topic.