Banking on Change: How Standard Chartered Group Chief Executive Bill Winters Stays Ahead

Stepping into the CEO role is a challenging transition for any leader to make. It’s even more challenging when you know you’re stepping into the role at a turbulent time in an organization’s history.Our guest today experienced that transition over a decade ago and has since built a compelling story of transformation and value creation. Standard Chartered Group Chief Executive Bill Winters joins Marla Oates and Clarke Murphy to talk about why he knowingly stepped into the role at a challenging time at the bank and what he did to restore confidence in the company. Bill shares how he manages innovation and perpetual transformation in a highly regulated industry, including how the bank is using AI, reskilling teams, and continuing to evolve with digital assets. He also unpacks how he builds relationships and trust with his board, including plans for the next CEO succession. We’ll also hear from Henryk Krajewski, leadership advisor at Russell Reynolds Associates, who shares his perspective on how CEOs can unlock greater value in today’s environment.Four things you’ll learn from this episode: What are some the first steps to take to restore confidence in a company in turmoilWhat are the keys to value creation and balancing innovation with risk How to think about succession planning and working with your boardHow to lead perpetual change If you enjoyed this episode, you might also like these Redefiners episodes:Transformation in Turbulent Times with Former Telstra CEO Andy PennLeadership Lounge: How New CEOs Build Productive Relationships With Their BoardTalking Tough Decisions with TCW President and CEO Katie KochLeadership Lounge: The Art of Succession: How to Identify Tomorrow's Leaders TodayThe Necessity of Change with President and CEO of Wells Fargo Charlie ScharfLeadership Lounge: From Firefighting to Future-Building: How Leaders Can Master Perpetual TransformationA closer look at the research from this episode:How CEOs Unlock the Hidden Barrier to Value CreationCEO Succession: A Never-Ending StoryAdapt or Die in the Age of Perpetual TransformationCode to Culture: AI-Driven Workforce Transformation in Financial Services

The demands of the CEO role don’t stand still—and neither can the leaders in it. Yet while many executives benefit from mentorship on the path to the top, far fewer maintain it once they arrive.In this episode of Leadership Lounge, Emma Combe sits down with Suzanne Bose-Mallick to explore how mentorship helps CEOs sustain performance in one of the most demanding roles in business.They discuss:Why many CEOs stop engaging with mentors—and why that can limit their effectivenessThe moments when mentorship matters most, from succession to transformationHow mentors support CEOs in building relationships with their boards, making top team decisions, and deciding between competing prioritiesThe difference between a mentor and a chair—and why independence can be important“An external mentor allows a CEO to have consequence-free conversations…a space where they can truly express their concerns.”- Suzanne Bose-Mallick, Leadership Advisor, Russell Reynolds AssociatesFour things you’ll learn from this episode:Mentorship becomes more valuable at the top: The transition into the CEO role often increases the need for external perspective, not reduces it. Challenge sharpens performance: The best mentors hold CEOs to account, helping them make better, more grounded decisions. Independence creates space for honesty: Unlike internal stakeholders, external mentors offer a confidential environment for candid reflection and clearer thinking. Impact depends on the CEO: The most effective mentoring relationships require preparation, openness, and a willingness to be challenged. In this episode, we will cover:(1:53) Why CEOs must continually evolve to stay effective (2:38) How mentorship supports leaders through high-stakes transitions (5:20) When to seek a mentor—and why it’s never too late (6:53) The role of mentors in grounding decision-making under pressure (8:44) Mentor vs. chair: understanding the difference (10:55) What CEOs must bring to get value from mentorship (12:31) When mentoring relationships lose effectiveness—and how to respond

The term “crowdfunding” was coined in 2006 by entrepreneur and technologist, Michael Sullivan. The number of crowdfunding tools and companies have grown since then, but the purpose has remained the same—democratizing access to capital for those who need it.GoFundMe CEO Tim Cadogan joins Marla Oates and Tomas Chamorro-Premuzic to talk about how his organization is helping people help each other, connecting more than 190 million people to raise $40 billion since the company’s founding in 2010. Tim digs into the key drivers to scaling and growing the business, including embedding purpose, technology, and AI. He delves into the psychology of asking for and receiving help, and how emotion and the need for human connection impact fundraising. And he shares his journey from entrepreneur CEO to board chair, and how he shifted and evolved his leadership style along the way.We’ll also hear from Emma Combe, leadership advisor and the UK Board Practice Leader at Russell Reynolds Associates, who will share what it really takes to move from an executive role into the boardroom. Emma is also the host of Redefiners’ sister podcast, Leadership Lounge, where she asks our advisors to answer some of the most pressing questions senior leaders face.  Four things you’ll learn from this episode: The top leadership and tech/AI drivers to scaling and growing a businessHow to embed purpose into a culture and team to help guide strategy and decision makingThe psychology of giving and asking for helpTips on building your leadership team across different stages of a company’s growthIf you enjoyed this episode, you might also like these Redefiners episodes:Action Creates Hope: A Conversation with IRC President and CEO David MilibandLeadership Lounge: Boardroom Bound: How to Navigate Your Journey from Executive to Board DirectorLeading with Faith and Purpose with His Eminence Cardinal DolanLeadership Lounge: How GenAI Can Elevate—And Expose—Today’s LeadersMusic with a Mission: Former MTV International Chairman and CEO Bill Roedy on Leading with PurposeLeadership Lounge: How to Create and Maintain Impact as a LeaderA closer look at the research from this episode:The Imperfect CEOAI and Leadership

Stepping into the board chair role is a pivotal moment in any leadership journey—one that requires a fundamental shift in mindset and approach. You’re not just contributing to the discussion; you’re responsible for shaping boardroom dynamics, drawing out collective insight, and ensuring the board focuses on what matters most. In this episode of Leadership Lounge, Emma Combe is joined by Rich Fields, Laura Sanderson, and Margot McShane to explore what separates effective board chairs from the rest—and how new chairs can establish credibility and impact from day one. They discuss: How the board chair role differs across governance structures and geographies  The balance between facilitating discussion and maintaining strategic focus  The leadership behaviors of high-performing board chairs  How board chairs can build strong, productive relationships with their CEOs   “Being an effective chair isn’t about having all the answers—it’s about creating the conditions for better questions, better conversations, and ultimately better decisions.” Emma Combe, Leadership Advisor, RRA  Four things you’ll learn from this episode: The role of the chair is to enable—not control: Great chairs focus on orchestrating the board’s effectiveness, rather than driving outcomes themselves.  Facilitation is a critical leadership skill: The best chairs create space for diverse perspectives, ensuring every voice is heard and valued.  Perspective shapes performance: High-performing chairs bring a broad internal and external view, helping boards focus on the issues that matter most.  The chair–CEO relationship is foundational: Trust, clarity, and open communication between the chair and CEO are essential to organizational success.  In this episode, we will cover: (02.11) The evolving role of the board chair across different governance models  (03.54) The core responsibilities of board chairs and how they differ from executives (07.28) The leadership behaviors of high-performing board chairs  (11.44) How to facilitate inclusive, high-quality board discussions  (12.54) How to navigate the transition from executive to board chair—and why it can be challenging  (14.31) How to build trust and alignment with the CEO

There’s no shortage of uncertainty and change in the world these days, which is why it’s a frequent topic on Redefiners. This is especially true in the world of commodities, as perhaps no other industry has to deal with the level of uncertainty and volatility that comes with the global trade of energy, metals, and minerals.  Trafigura Chairman Jeremy Weir joins Clarke Murphy and Marla Oates to discuss how he scaled the employee-owned company during his time as CEO to become one of the world’s leading commodities groups. Jeremy talks about how he identified and developed leaders and talent to manage that growth while staying ahead of constant volatility and change. He shares insights from his transition into the CEO role, and how he’s shifted his leadership style as Chairman to help the company and the next CEO succeed. He also talks about how AI is being used at Trafigura to reshape the business and where they’re placing the biggest bets.  We’ll also hear from Dee Symons, a leadership advisor at Russell Reynolds Associates, who will share her perspective on how leaders can respond effectively in times of uncertainty.  Four things you’ll learn from this episode:  Preparing for a transition to a CEO and board role Ways to identify and develop leaders and talent during times of rapid growth Decision-making during volatile and uncertain times Making big bets with AI and how to manage the risksIf you enjoyed this episode, you might also like these Redefiners episodes: Digging Deep: Leadership, Growth & Risk with BHP CEO Mike Henry Leadership Lounge: How New CEOs Build Productive Relationships With Their Board From Chaos to Clarity: How Bain Capital’s John Connaughton Leads Through Volatility Leadership Lounge: How to Build a Top-Performing C-suite – The Leadership Blueprint for Sustained High Performance The Only Certainty Is Change: Nasdaq CEO Adena Friedman on AI, Innovation & Market Evolution Leadership Lounge: From Firefighting to Future-Building: How Leaders Can Master Perpetual Transformation  A closer look at the research from this episode: Global CEO Turnover Index Global Corporate Governance Trends for 2026  

Since the establishment of the first family offices in the 19th century, there are now more than 8,000 single family offices globally. These offices hold over $5 trillion in total estimated wealth today, an amount expected to grow to over $9 trillion by 2030.  In today’s Redefiners episode, Marla Oates and Tomas Chamorro-Premuzic talk with Stephan Roche, a Partner with BanyanGlobal Family Business Advisors. His previous roles included CEO of Walton Enterprises – the philanthropic and private investment group for the Walton family – and COO of Cascade Asset Management – the private investment office for Bill Gates and the Gates Foundation. Stephan talks about the importance of purpose in a family office and how he navigates decision making with family members who may have a different perspective when it comes to the family wealth strategy. He shares his thoughts on the role of philanthropy and impact in a family office. And he talks about the importance of developing next generation leaders to ensure they’re ready to take on the leadership and governance roles of a family office.  We’ll also hear from Jeff Warren, a leadership advisor at Russell Reynolds Associates, who will share what truly distinguishes today’s most effective family office leaders—and why the role is more complex than ever.  Four things you’ll learn from this episode:  The key traits needed to be a successful family office leader, including navigating decision making with family members The roles of leadership, power, philanthropy and impact in family offices The critical need to develop next generation leaders in a family office How family office leaders can avoid falling into the Tradition Trap to ensure success and longevity  If you enjoyed this episode, you might also like these Redefiners episodes: Sweet Success: How Mars Blends Family, Values, and Growth with former Mars SVP & Head of Corporate Development Valerie Mars Leadership Lounge: How can family enterprise leaders stay ahead in a fast-changing world? Leading with a North Star: Former Decathlon CEO Barbara Martin Coppola's Blueprint for Bold Change Leadership Lounge | Ep. 27 - How to Create and Maintain Impact as a Leader Private Investment Guru David Rubenstein Goes Public on How to Be a Successful Leader & Investor Leadership Lounge: Generation Collaboration: How Leaders Can Harness the Power of Multi-Generational Teams  Learn more with the latest research from Russell Reynolds Associates: Inside the Mind of the Family Office Leader Tomorrow’s Too Late: Why Family Enterprises Must Transform Today  

Generative AI is reshaping how leaders think, decide, and communicate. Used thoughtfully, it can sharpen strategic thinking and accelerate decision-making. But when GenAI output replaces genuine insight, it can expose leaders who can't defend their thinking under pressure. In this episode of Leadership Lounge, Emma Combe sits down with Amy Scissons, Sean Dineen, and Fawad Bajwa to explore how senior leaders can harness GenAI's potential while avoiding its pitfalls. They discuss: How C-suite leaders are using GenAI in their work  The growing concern about "workslop"—GenAI-generated output that lacks real insight The critical skills needed to pressure-test GenAI output and avoid shallow thinking Why transparency and accountability matter more as GenAI becomes embedded in workflows  “Leaders carry a lot of wisdom. They need to feed that wisdom into AI and educate it. Context is king.” Sean Dineen, Leadership Advisor, Russell Reynolds Associates  Four things you'll learn from this episode: 1. GenAI can elevate strategic thinking: senior leaders are using GenAI as a sparring partner to pressure-test decisions, create board personas, and refine their perspectives before high-stakes moments. 2. Polish doesn't equal depth: GenAI-generated output can look impressive, but it can also lack substance. Leaders who can't defend their thinking under scrutiny will be exposed. 3. Critical thinking is your competitive advantage: the ability to interrogate GenAI output, provide context, and apply wisdom separates leaders who use GenAI effectively from those who outsource their judgment. 4. Transparency and accountability are non-negotiable: leaders must own their outputs, regardless of how much GenAI contributed to the process. In this episode, we will cover: (02:00) Using GenAI as a sparring partner and creating board personas to pressure-test strategic thinking. (04:39) Why senior leaders should experiment with GenAI tools to build confidence before trusting them with critical decisions. (09:05) The personal risk for leaders who rely on seemingly polished GenAI output without developing their own point of view. (09:50) How GenAI can create false flattery and why leaders need to ask it to be critical. (10:50) Why credibility is a leader's currency—and how shallow GenAI-generated thinking can erode trust. (13.13) Why critical thinking—built through struggle and learning from mistakes—is the most essential leadership skill in a GenAI world. (16:20) The importance of transparency and accountability when using GenAI tools. (17:45) How GenAI output reflects your approach: clear and thoughtful inputs amplify clarity; rushed inputs amplify shallowness. A closer look at the research from this episode: Boston Consulting Group, AI at Work 2025: Momentum Builds, but Gaps Remain | BCG  Russell Reynolds Associates, Season 5 - Ep. 2 | AI or Die: A Conversation with Coveo Chairman and CEO Louis Têtu | Redefiners - Podcast Series | Russell Reynolds Associates  Harvard Business Review, AI-Generated “Workslop” Is Destroying Productivity  Russell Reynolds Associates, Global Leadership Monitor | Russell Reynolds Associates  Russell Reynolds Associates, Season 3 - Ep. 18 | A Front Row Seat to the AI Revolution with Microsoft Vice Chair and President Brad Smith – Part 2 | Redefiners - Podcast Series | Russell Reynolds Associates 

Transformation continues to be the word at the top of leaders’ minds. Whether it’s due to changes in technology with AI, market shifts, the regulatory landscape, or unexpected global events, leaders are looking to transform their organization’s operations and culture to be more agile, innovative, and resilient.  In today’s Redefiners, Marla Oates and Tomas Chamorro-Premuzic talk with former Telstra CEO and managing Director, Andy Penn, about how he led the transformation of Australia’s largest telecommunications company. Andy shares what it was like stepping into the CEO role at Telstra at a turbulent time for the company, its customers, and the board. He talks about the key lessons he learned leading a multi-year company-wide transformation effort, and how he put the right team and culture together to get it done. He also talks about his current roles in cybersecurity, providing critical insights on how to prepare for and deter cyber-attacks.   We’ll also hear from Tuck Rickards, a leadership advisor at Russell Reynolds Associates, who will discuss what he believes is the leadership formula for effective AI transformation.  Four things you’ll learn from this episode:  The key steps and KPIs when implementing a transformation project Tips on putting together the right leadership team and organizational culture to help make reinvention happen How to prepare for cyber-security risks while balance the productivity benefits of AI projects How to successfully transition from CEO to board and advisory roles  If you enjoyed this episode, you might also like these Redefiners episodes: Talking Transformational Leadership with RRA’s CEO Constantine Alexandrakis Leadership Lounge: How to Build a Top-Performing C-suite: The Leadership Blueprint for Sustained High Performance Trust Your Gut: AXA’s Thomas Buberl Talks Transformation and Reinvention Leadership Lounge: From Firefighting to Future-Building: How Leaders Can Master Perpetual Transformation Driving Transformation with Volvo Cars President and CEO Jim Rowan Leadership Lounge: Unleashing AI’s potential: Are you ready to lead the charge?  Learn more with the latest research from Russell Reynolds Associates: Adapt or Die in the Age of Perpetual Transformation Why Most AI Transformations Fail Before They Start  

For new CEOs, few relationships matter more—and few are more complex—than the relationship with their board. The tone set in the first year can either establish the board as a powerful ally or create friction that slows progress.  In this episode of Leadership Lounge, Emma Combe is joined by three of our trusted leadership advisors Rusty O’Kelley, Anita Wingrove, and Ty Wiggins, to explore how new CEOs can build trust, alignment, and effective ways of working with their boards—and how that relationship evolves over time.  They discuss:  Why the CEO–board relationship is so critical in the first year of leadership  What new CEOs should seek to understand about their board before and during the transition  How transparency and candor build credibility and trust  Where conflict most often arises between CEOs and boards—and how to navigate it constructively    “You ultimately want their perspective on key matters. And for that, they need to have the unvarnished truth.”  Ty Wiggins Leadership Advisor, Russell Reynolds Associates  Four things you’ll learn from this episode:  Early engagement with board members helps new CEOs understand individual perspectives, priorities, and expectations—reducing the risk of misalignment later on.  Clear priorities, timelines, and metrics give boards confidence and prevent anxiety from filling information gaps.  Candor builds trust—boards are most effective when CEOs share the full picture, including challenges, alongside a clear plan forward.  The CEO–board relationship must evolve over time, with periodic resets helping to maintain alignment.   In this episode, we will cover:  (01:45) Why the CEO–board relationship is critical in the first year  (03:10) How new CEOs should prepare for working with multiple board perspectives  (05:05) What to understand about the board during the selection and transition phase  (10:30) What effective transparency with the board really looks like  (13:40) How to share difficult news without undermining confidence  (16:20) The most common sources of tension between CEOs and boards  (18:55) Managing disagreement constructively and maintaining trust  (24:10) When and how to reset expectations with the board over time  (26:45) The most common mistakes new CEOs make—and how to avoid them  A closer look at the research from this episode: CEO Transitions | Russell Reynolds Associates The New CEO | Russell Reynolds Associates  

Leadership is crucial to provide vision, direction, and motivation, guiding individuals and organizations toward common goals and overall success. This is true whether it’s in business, society, or your local community.   Today, Clarke Murphy sits down with His Eminence Timothy Cardinal Dolan, a well-known leader in the Catholic church, in the New York City community, and around the world. Cardinal Dolan shares his path to leadership roles in the Church and how he looks at developing the next generation of Church leaders. He talks about what goes into electing the next Pope and lessons on leading through uncertainty. He’ll explore the commonalities that business and religious leaders have when it comes to the challenge of earning and developing trust. And he shares his views on the role of faith in today’s world of technology and change.  We’ll also hear from Dean Stamoulis, a leadership advisor at Russell Reynolds Associates, who shares why thoughtful succession planning—and the responsible transfer of power—are essential to long-term leadership continuity.   Four things you’ll learn from this episode:  The key insights business leaders can learn from religious leaders to help them build and maintain trust in their organizations The criteria that go into deciding who the next Pope will be and how to manage through leadership uncertainty The critical skills and traits to look for in the next generation of leaders His views on the role of faith today in a fast-changing world  If you enjoyed this episode, you might also like these Redefiners episodes: The Urgent Race to Create 800 Million Jobs: World Bank President Ajay Banga’s Global Challenge Leadership Lounge: How to Create and Maintain Impact as a Leader Action Creates Hope: A Conversation with IRC President and CEO David Miliband Leadership Lounge: The Art of Succession: How to Identify Tomorrow's Leaders Today Thriving Through Adversity: How WTO’s Dr. Ngozi Okonjo-Iweala is Solving Global Problems Leadership Lounge: Beyond Handshakes: How to Build Trust and Transform Executive Team Performance