Marie-Osmonde Le Roy de Lanauze-Molines on Strategic Vision

*Marie-Osmonde Le Roy de Lanauze-Molines on Strategic Vision: Crafting Leadership in Motion In a world where leadership is no longer about command but connection, Marie-Osmonde Le Roy de Lanauze-Molines stands at the intersection of strategy, talent, and transformation. As a Board and CEO Leadership Advisor at Russell Reynolds Associates, she has guided top-tier executives through the most pivotal phases of their careers. In conversation with our publication, she shares insights on leadership evolution, the architecture of trust, and the quiet art of navigating complexity.

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our publication: Your role is often described as “haute couture” leadership. What does that mean in practice?

Marie-Osmonde Le Roy de Lanauze-Molines: It means precision, personalization, and purpose. Just like in haute couture, every stitch must fit the individual. Leadership isn’t one-size-fits-all. We don’t just place people—we shape trajectories. Our approach is deeply contextual, especially for CEOs stepping into complex roles. We create a tailored roadmap, not a generic playbook.

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How do you begin mapping that roadmap for a new CEO? The first step is understanding the intersection of person and purpose. Every leader brings a unique blend of strengths, mindset, and blind spots. Equally important is the organization’s DNA—its culture, challenges, and aspirations. Our CEO Activation program is designed around that convergence. It’s not about hitting 90-day milestones; it’s about navigating the critical inflection points that define long-term success: strategy alignment, executive team cohesion, board dynamics, and cultural transformation.

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You mentioned cultural transformation. Why is that so critical in the early days of a CEO’s tenure? Culture is the silent undercurrent that can either propel or derail strategy. A new CEO can come in with the best-laid plans, but if the culture isn’t aligned, those plans stall. The key is to listen first, then lead. It’s about understanding the informal networks, unwritten rules, and emotional pulse of the organization. From there, you can begin to shift mindsets and behaviors—not through mandate, but through influence.

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Is that where the intangible becomes tangible? Exactly. One of our strengths at Russell Reynolds is making the invisible visible. We use proprietary tools like Leadership Portrait, which is grounded in behavioral science, to surface the nuanced traits that define effective leadership. It’s not just about charisma or experience—it’s about cognitive agility, emotional resilience, and the ability to drive change in ambiguous environments.

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You’ve spoken about the importance of trust between CEO and board. How do you foster that? Trust is built through shared understanding and clear communication. Often, the disconnect arises from differing expectations or misaligned priorities. Our role is to facilitate conversations that bridge that gap. We work with both parties to establish mutual clarity on goals, decision-making rhythms, and accountability. It’s not about smoothing things over—it’s about creating a foundation for effective governance.

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What’s your take on the changing profile of the modern CEO? Today’s CEOs are less like captains steering a ship and more like conductors orchestrating a symphony. They’re managing multiple stakeholders, navigating constant disruption, and expected to lead with both vision and vulnerability. The best ones are those who can hold tension—between short-term execution and long-term ambition, between stability and innovation. They’re also deeply human leaders, which paradoxically makes them more powerful.

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What mistakes do you see new CEOs making most often? One common misstep is trying to do everything at once. They want to make an impact quickly, so they launch multiple initiatives without anchoring them in a clear strategic framework. That creates noise, not momentum. Another is underestimating the emotional dimension of leadership. People don’t just follow strategy—they follow meaning. If a CEO isn’t intentional about connecting the dots between purpose and performance, they risk losing engagement at all levels.

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How do you help leaders recalibrate when things aren’t going as planned? We stay close. I’m in constant dialogue with the CEOs we support. Every week, we’re checking in, rebalancing priorities, and adjusting course. It’s not a static plan—it’s a living one. That’s what allows them to stay agile. We also encourage a mindset of “strategic patience.” You can’t rush transformation, but you also can’t afford to stand still.

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Is there a particular leadership quality you find indispensable in times of transformation? Intellectual humility. Leaders who succeed in transformation are those who admit they don’t have all the answers. They’re curious, open to feedback, and willing to evolve. That’s what enables them to build the coalitions necessary for change. They lead not from certainty, but from conviction.

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Finally, what advice would you give to a CEO stepping into their role today? Start with listening—deeply and broadly. Understand not just what’s working, but what’s not, and why. Invest in relationships early. Clarify your North Star, but stay flexible in how you get there. And remember, the role is not about you—it’s about the legacy you help build. The best CEOs know that their success is measured not just in results, but in the leaders they develop and the culture they leave behind.

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Marie-Osmonde Le Roy de Lanauze-Molines’ insights underscore a new paradigm in leadership—one that blends strategic foresight with emotional intelligence, and structure with adaptability. In a world where change is the only constant, her approach is not just timely—it’s transformative.*