Emma Coombe

With trust, consistency really is key. When leaders deliver on promises predictably and repeatedly, it creates a foundation of reliability that's essential for trust. And particularly for CEOs, when they have committed to a strategy, being consistent in how they are executing on the strategy, presenting it to their teams is so important.

With trust, consistency really is key. When leaders deliver on promises predictably and repeatedly, it creates a foundation of reliability that's essential for trust. And particularly for CEOs, when they have committed to a strategy, being consistent in how they are executing on the strategy, presenting it to their teams is so important.

Given the business environment leaders are operating in today and the poly crisis they're facing, I think it's become even more important, this piece around consistency. And what continues to be critically important is how leaders show up in volatile situations.

Given the business environment leaders are operating in today and the poly crisis they're facing, I think it's become even more important, this piece around consistency. And what continues to be critically important is how leaders show up in volatile situations.

Given the business environment leaders are operating in today and the poly crisis they're facing, I think it's become even more important, this piece around consistency. And what continues to be critically important is how leaders show up in volatile situations.

Leaders who stay calm, are resilient, make the right judgment calls and think through their responses are often much better received than those who make knee-jerk reactions. which means that their teams lose trust, lose faith in the leadership in their business. And things start to go in rapid decline after that.

Leaders who stay calm, are resilient, make the right judgment calls and think through their responses are often much better received than those who make knee-jerk reactions. which means that their teams lose trust, lose faith in the leadership in their business. And things start to go in rapid decline after that.

Leaders who stay calm, are resilient, make the right judgment calls and think through their responses are often much better received than those who make knee-jerk reactions. which means that their teams lose trust, lose faith in the leadership in their business. And things start to go in rapid decline after that.

So Ilana, given that research shows that CEOs and C-suite leaders often underestimate the importance of building trust, what practical first steps would you recommend to a newly appointed CEO or C-suite leader focused on building trust in themselves as a leader?

So Ilana, given that research shows that CEOs and C-suite leaders often underestimate the importance of building trust, what practical first steps would you recommend to a newly appointed CEO or C-suite leader focused on building trust in themselves as a leader?

So Ilana, given that research shows that CEOs and C-suite leaders often underestimate the importance of building trust, what practical first steps would you recommend to a newly appointed CEO or C-suite leader focused on building trust in themselves as a leader?

The importance of taking the time to really deeply listen to your leadership team when you join an organisation is often understated. And hearing you speak on this point, Ilana, made me think of Carol Tomei's story from my colleague Ty Wiggins' book, The New CEO. Carol Tomei, CEO of UPS, was the first outside CEO in UPS's 113-year history when she joined the firm.

The importance of taking the time to really deeply listen to your leadership team when you join an organisation is often understated. And hearing you speak on this point, Ilana, made me think of Carol Tomei's story from my colleague Ty Wiggins' book, The New CEO. Carol Tomei, CEO of UPS, was the first outside CEO in UPS's 113-year history when she joined the firm.

The importance of taking the time to really deeply listen to your leadership team when you join an organisation is often understated. And hearing you speak on this point, Ilana, made me think of Carol Tomei's story from my colleague Ty Wiggins' book, The New CEO. Carol Tomei, CEO of UPS, was the first outside CEO in UPS's 113-year history when she joined the firm.

She was incredibly aware of the fear and anxiety that a new CEO can generate and how difficult it would be to build trust. especially when she joined, just as COVID was spreading across continents.

She was incredibly aware of the fear and anxiety that a new CEO can generate and how difficult it would be to build trust. especially when she joined, just as COVID was spreading across continents.

She was incredibly aware of the fear and anxiety that a new CEO can generate and how difficult it would be to build trust. especially when she joined, just as COVID was spreading across continents.

To build trust, she spoke about a time when she held a meeting at her COVID safe home, where the team were encouraged to talk openly about how they were going to work together, the behaviours that would be welcomed and those that would not. She shared in the book, everyone got a chance to talk. I have learned that engaging for impact is really important. I'm super curious.

To build trust, she spoke about a time when she held a meeting at her COVID safe home, where the team were encouraged to talk openly about how they were going to work together, the behaviours that would be welcomed and those that would not. She shared in the book, everyone got a chance to talk. I have learned that engaging for impact is really important. I'm super curious.

To build trust, she spoke about a time when she held a meeting at her COVID safe home, where the team were encouraged to talk openly about how they were going to work together, the behaviours that would be welcomed and those that would not. She shared in the book, everyone got a chance to talk. I have learned that engaging for impact is really important. I'm super curious.