Now, in CEO for All Seasons, you go through seasons of leadership, spring, summer, fall, and winter.

There was a reason why we picked something that was cyclical, like the seasons, because as we'll talk about in a way, the winter, the fourth season of an outgoing CEO overlaps with season one of the new person coming in.

So there's something about that cycle that's important.

But essentially the four are the first season, which is spring, is before you even get the job.

And some people think about that too late, both boards and candidates.

It's all of a sudden we're in a succession, we need to make a pick.

Or all of a sudden my interview with the board is in three weeks, can you help me prep? That's not what we're intending for the first season.

So what do you think gets in the way, in addition to some of the processes that you've mentioned, of making sure that the board is able to develop and recruit the right CEO for the organization?

McKinsey senior partner Carolyn Dewar explains.

The employees are looking for clues on who you are as a leader.

The best CEOs really start not by just declaring, "I have the answer," but really by listening and tuning into the organization.

And in this early months, they will tell you things that they won't tell you later.

"Here's what's working well.

Here's what's not.

Here's what we might've been afraid to tell your predecessor." And you can learn so much about really what the organization thinks.

Beyond connecting with employees, CEOs also need to quickly establish a strong relationship with the board.

Do you have any data on the impact that stakeholder engagement has on company performance and how CEOs think about this aspect of the role?

Absolutely.

It's really striking.

30% of corporate earnings are influenced by the company's relationships with its constituents, primarily its external constituents.

You think about the communities, regulators, customers, investors, all of the external constituents.

So how does a CEO interact with those folks that are outside of its four walls? And it's really about communications.

And Nearly 60% of CEOs see external affairs as a top priority.

Why do so many CEOs seem to struggle with this aspect of the job?