Name: ExxonMobil CEO: The Riskiest Decisions 'Are the Ones We All Agree On'
Uploaded: 2025-11-13T13:00:00Z
Duration: 1 min 47 s
Description: ExxonMobil CEO Darren Woods speaks with Alan Murray, president of the Wall Street Journal Leadership Institute, about boardroom dynamics and the challenges they pose to CEOs.

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ExxonMobil CEO Darren Woods speaks with Alan Murray, president of the Wall Street Journal Leadership Institute, about boardroom dynamics and the challenges they pose to CEOs. Photo: WSJ Leadership Institute

https://m.wsj.net/video/20251104/97802bbb-37c8-4cab-a501-06d282f9c4c7/1/hls/manifest-hd-wifi.m3u8

ExxonMobil CEO Darren Woods speaks with Alan Murray, president of the Wall Street Journal Leadership Institute, about boardroom dynamics and the challenges they pose to CEOs.

ExxonMobil CEO: The Riskiest Decisions 'Are the Ones We All Agree On'

You had little bit of a rough start, but it seemed to be doing it very well right now, any advice you would give to other CEOs who have to deal with boards? Any lessons you can boil down for them?

I think if you talk to the people that work for me, work with me, I like transparency, I like, I actually think, I have this saying I've used as I've come up in my career, "None of us are as smart as all of us," and so, really take the opportunity to engage whatever room or meeting that you're in, the best thinking of the group, and make sure that ideas are being challenged. I always told people as I've come up through the company, "The riskiest decisions we make are the ones that we all agree on," because you don't have the debates, you don't have the different perspectives, and so at the board level, I try to bring that same dynamic to bear, and actually, leverage the capability set, the outside perspective, the very diverse experience that we have on the board, to pressure test the things that we're doing and to challenge the way we think. And that, I think, helps us as a business and the management team that participate in those discussions, but it also creates a very dynamic, a positive dynamic in the room where people feel like they're contributing and really getting to understand the issues, and it brings the group together more closely. In fact, you mentioned some of the outside directors that came in, they spent several months really aggressively challenging the way our thinking, the plans that we put together, the strategy, and at the end of that process, fully endorsed what we had planned to do in our strategy.

And it made you better?

Well, what it did was, it gave the rest of the board confidence that you had somebody come in that was looking for opportunities to make the company better. And the end result of that process was to endorse the plans-

Fantastic, fantastic. Well I-

That we had in place. So that, I think really grew the confidence,

Give a lot-

Bought the board together.

The WSJ Leadership Institute Presents: Leaders. A new podcast series bringing you revealing conversations with top executives shaping business today. Hosted by Alan Murray, president of the WSJ Leadership Institute, the series goes beyond headlines to explore how leadership really works in times of upheaval, transformation, and uncertainty. Our first episode was released Monday, Sept. 22, at 5:00 a.m. ET, with new episodes every other Monday.