Emma Coombe

But before we go, I have a final question for each of you.

What would you say is one of the most common mistakes that new CEOs will want to avoid when working with their boards?

And finally, the biggest mistake you see CEOs make, Ty?

Thank you, Ty.

And that 25% or a day and a half a week number, it's huge, isn't it?

And it really talks to the importance of CEOs being able to surround themselves with top talent and delegate really effectively.

I wonder how many of our CEO listeners would confess to making one of these mistakes early in their tenure.

We'd love for you to get in touch and share any experiences with us.

Our time in the lounge today has come to an end.

In 30 seconds, here's what we've learned.

The CEO board relationship is fundamental, especially in the first year.

Early intentional engagement builds trust, alignment and credibility that pay dividends over time.

Productive relationships are built on clarity, clear priorities, metrics and expectations on both sides.

Candle matters.

Stronger CEOs share the full picture, good news and bad, while always preparing honesty with a clear path forward.

And finally, the relationship must evolve.

Periodic resets with the board and especially with the chair help ensure alignment as the business context, strategy and leadership demands change.

If you have any topics or burning questions you'd like us to cover in future episodes of Leadership Lounge, please get in touch.

Email your questions to redefiners at russellreynolds.com.

Until next time, goodbye.