January 2025 - Page 2 of 2 - The Alexander Group

I don’t know whether to thank or ask him for my time and blissful ignorance.

Who do you ask?

I’m talking about the Chief Financial Officer candidate I worked with almost two years ago who said, “Oh, you have to be on TikTok to know where the world is headed.” This was the CFO of a $3 billion global organization. Indeed, he doesn’t have time to waste on an app that doesn’t add value to his life and career.

Off to TikTok, I went.

I waded in the morass reluctantly at first. I thought of it as medicine I had to take if I believed the children were, in fact, our future. I’d scroll for ten minutes here and five minutes there. Yes, it was a lot of repetitive sound clips, dances, make-up tutorials, and University of Alabama first-year students showing their Outfit of The Day (OOTD, of course) as they rushed sororities (#bamatok in 2021. It was a magical time icky.) My first impression was TikTok had little substance to offer to this (incredibly hip, vibrant, youthful) GenXer, but I admired these creators for putting themselves out there.

And then?

The algorithm started working.

Before I knew it, I was fed applicable content from interior designers, immunologists and virologists, Diversity Equity and Inclusion warriors, registered dieticians, New York stage actors, human resources executives, physicians, and veterinarians. And a lot of beautiful and funny cats.

Have I been influenced? You could say so. I am typing this in my home office while strolling along on my new treadmill, which sits underneath my new standing desk. Thank you to the many 20-—and 30-somethings who showed me a day in their lives working for a Big Four/Big Law/FANG company from home with the treadmill setup.

I’m not here to tell you how you can get over 20,000 steps daily while feeling more energized, productive, and optimistic. But I wanted to share what I, a GenX executive search consultant, have gleaned from TikTok that is relevant, useful, and instructive to my career and outlook on business.

I scroll so you don’t have to. You’re welcome.

The Push for Salary Transparency

Hiring executives and those working in recruiting are aware of the new legislation in New York (and beyond) requiring employers and their agents to include a salary range on any job posting. It remains to be seen how effective and how much trouble these ranges will incite; we’ve seen salaries range upwards of $500,000, which defeats the purpose of a range in the first place. That said, I have observed on this platform a significant push from Gen Z and Millennials to drop the veil on compensation, much as they push for transparency on all kinds of things that would make older generations blush. There are “man on the street” interviewers walking up to strangers on the street in busy metropolitan areas and asking, “How much do you make?” And people tell them! All kinds of corporate and non-corporate jobs. There are freshly resigned managers from well-known companies touting their employers when they post their roles with a lower salary range than what they paid them. There is a general, active push to normalize the salary conversation (just as they are normalizing what they weigh, how messy their house usually is, or their colostomy bag) to take out the mystique and power of those hiring.

Okay, Boomer

A spotlight on just how different the generation’s approaches work. There’s a video trope in countless iterations poking fun at how different generations respond to all manner of workplace situations (i.e., how different generations handle a meeting being scheduled on a Friday afternoon, taking PTO, or the clock striking 5 pm). Suppose these “funny” videos are to be believed. In that case, Gen Z is only concerned about getting through today because the world is going up in flames anyway, so don’t expect them to work one molecule beyond their job description or schedule. Millennials are anxiety-ridden and people-pleasing, and Boomers love rules and how things have always been done. Amusingly, Gen X is more often than not entirely skipped over; we do not exist in the Gen Z content creator’s world. And because I am Gen X, I’m okay with that. I’ll figure it out on my own. I always have. While many of these videos are incredibly reductive (understatement), I do think that there is truth to be found in the “comedy”; with four generations working alongside one another, it is up to us to investigate what those differences in perspective are and how we can leverage them to be more successful together.

Recession or Not, We’re Battening Down the Hatches.

I’ve witnessed a blossoming of “de-influencing” videos in the last two weeks. In contrast to the tried-and-true influencing content that tells me, either directly or covertly, that I must have an air fryer, a Gua Sha facial massager, a Stanley cup (not about hockey), or a standing desk with a treadmill underneath it, these videos go through lists of products that they have tried and are not worth your hard-earned dollars. We could also call these “honest product reviews,” but that wouldn’t be as catchy. From this trend, the economic contraction is being felt at a granular level, and there is pushback on consumerism from younger generations. I’ve also heard and seen a lot from trend forecasters on TikTok about “recession core” as an aesthetic becoming popular amongst the wealthy. It emphasizes dressing more simply, with less jewelry or expensive accessories, and more emphasis on functionality. Are these leading or trailing indicators of a dip in the economy? Time will tell, but it’s good to stay vigilant.

Layoffs, Layoffs, Layoffs

Two or three weeks ago, if you were scrolling through TikTok, you could conclude that every tech employee in the US was being laid off. RIFs have been a fact of corporate life since the Dawn of Corporations, but in the past, they looked and felt more like faceless numbers in the headlines and a nebulous, encroaching sense of doom. This time, it feels different. With access to a tool like TikTok, the individuals affected can share their stories directly to the camera and access a limitless audience. Multiple videos have gone viral that show the actual layoff happening over Zoom; the more cold and heartless the dismissal, the more viral. From there, I’ve followed several laid-off tech employees as they share their “day in the life” videos, looking for their next job and trying to stay sane (or trying to go viral and not have to get another tech job.) The window this access has provided into the layoff and job search process has spawned, in turn, countless reaction videos and more profound thought into the waves of hiring and firing and what employers owe their employees. Again, transparency, enabled by new tools and direct access, will likely change the dynamics within the org chart.

Take all of this with a grain of salt.

The double-edged sword of TikTok is the algorithm; it will get to know you quickly to a sometimes-spooky degree, but it can lead you to think that everyone out there is interested in and seeing the same things as you. I will tell you what that CFO did not:

-Follow @veronicaandthebabyboo if you like cats.

-Go forth.

-Engage with a few opposing points of view.

-Set a time limit.

Anyone who travels for business has had the misfortune of getting sick on the road. It can be more problematic for those in sales or professional services because you usually go from city to city, hotel to hotel, and client to client. You don’t have an anchor or support system as you might if you were assigned to your company’s New York office for a week.

For 30 years of weekly business travel, I have rarely gotten sick on a business trip, and those few times have created an unforgettable memory. But I’m writing this column now with more than a casual interest.

A recent combination of vacation and business trips to Hawaii and Tokyo has left me with chills, fever, and sore throat—the symptoms seem endless. Looking back, I made several mistakes that, while not preventing my becoming sick, could have at least mitigated it.

Posting a casual question about getting sick on the road on my Facebook page led to a few (pardon the pun) responses: Stories of hives, food poisoning, influenza, and trying to get out of China during the bird flu epidemic while being sick (though not with bird flu).

One marketing executive with a global financial institution contracted pleurisy on a trip to London and was forbidden to fly until he improved. Fortunately, he was in a five-star hotel with a physician on call. The doctor visited him three times a day until he could fly again, and all charges were added to the hotel bill, which his employer happily paid.

Another client broke her leg in Kyoto only to have the hotel send her to the hospital with a translator and an envelope filled with yen, and no, she didn’t break her leg on the grounds of the hotel.

The managing partner of an executive search firm that recruits healthcare executives reports being very sick. At the same time, she was so pregnant that she had to ask her smaller hospital clients to borrow a hospital bed until she was able to stand up without being sick. She laughingly said, “It pays to have healthcare clients.”

Not surprisingly, most of the people who shared stories also had advice. Here is the collective wisdom of my wonderful Facebook community:

1. Prepare

Pack as if you might get sick. Most physicians will prescribe antibiotics for long-time patients. Don’t be caught without them, especially if traveling outside the US. If you get occasional migraine headaches, don’t leave home without your medication. If you travel frequently, there is no reason not to get a flu shot.

2. A pound of prevention

A physician Facebook friend believes travelers’ best weapon against illness is washing their hands frequently. As for people who wear masks, my friend commented that they look like kooks, and masks offer no proven benefit unless they contain a micro filter and seal around your face. Other travelers believe that airplane tray tables spread germs and are quick to use Purell and sanitizing sprays. One friend who rarely gets sick refuses to touch the seat back pockets or use the airplane restrooms.

3. Safety in numbers

It is frightening to be out of town in a weakened state and wondering how you will get to your business meeting, deposition, or presentation. Many years ago, my partner and I were heading to Atlanta for a “beauty contest” to compete for a new client. Midway through the flight, he turned a peculiar shade of green and became dizzy. When we landed, we knew he would not be able to get through a new client presentation, so he got back on the plane and returned to Houston. I’m unsure what would have happened if he had been alone. The thought conjures up some unpleasant images. Similarly, if you become ill, having a co-worker available to get you to a doctor, pick up a prescription, or help is friendly.

4. Stay in hotels with resources

The further away from home you are, the more critical it is to stay in a hotel with access to doctors or healthcare facilities. Most major hotels that cater to business travelers have doctors available. Some will even make house calls — for a price.

5. Pace yourself

Many of my friends who travel internationally advise knowing your body and respecting its limits. An international trade executive recently traveled to Dubai, Abu Dhabi, and Kuwait before returning to Nashville four days later. He commented that after two days of non-stop activity where he ran on adrenaline, he listened to his body shouting “enough” and took off the next day, sleeping 10 hours and working at a slower pace. My friend commented that it is essential to eat healthily and drink alcohol minimally until your body has adjusted to the new time zone.

6. Be willing to improvise

If you find yourself sick on the road, do not wait to get help. If you don’t want to see a hotel doctor, do you have co-workers in that city who might recommend a doctor? Those with today’s typical social media contacts should be able to mine them for medical resources. One colleague writes about taking her young children to Disneyland, where she became violently ill. She hired a nanny through the hotel who took her kids to the attractions. Another friend paid restaurants to deliver chicken soup.

7. Don’t be cheap

If you can’t get home immediately, don’t avoid seeing a doctor because the physician is not in your healthcare network. While you might not want to spring for a house call (over $1,000 at my hotel in Japan), get medical care. Similarly, don’t rush home to avoid the cost of extra nights in a hotel. Many friends wrote of riding out their illness in hotels, while others talked about the psychological value of getting home to recover in their beds.

8. Don’t beat yourself up

When I get sick, I wonder where I slipped up. Was it a failure to get a flu shot, not wiping down the tray table, or working too hard? Most of my friends comment, “Well, of course, you are sick; you work too hard and spend too much time on planes. How can you not be sick?” Working too hard, flying too much, and not taking precautions can make you catch a bug. You can also get a bug if you are home, get eight hours of sleep, take vitamins, etc. Sooner or later, everyone will get some bug.

And like everything else, your illness, too, shall pass. With any luck, you will live to work another day, make another flight, and have another business trip.

Concept of law firm merger integration - hands putting black and white puzzle pieces together.

Law firm mergers hit a record high in 2024 as firms sought to leverage practices, expand geographies, and supplement areas of expertise. But while many firms emphasize strategic alignment and cultural compatibility, the real challenge lies in effective law firm merger integration. Leaders often tout how mergers will expand their geographical footprint or align practices, but without a clear integration strategy, these promises can fall short.

Beyond Lawyers: Why Business Services Integration Matters in Law Firm Mergers

Most firms with more than 100 lawyers have professional management of their firms by seasoned business executives. Although a priority of merged firms is integrating practices and leveraging client relationships, it is also important to integrate the business services of the newly combined firm.

Understanding how to grow a law firm effectively requires adding lawyers or expanding practices and ensuring that business services are seamlessly integrated during mergers. However, I don’t believe there is sufficient discussion about the integration of the executives, managers, and teams who fill the combined firm’s business roles and who help keep the proverbial trains running on time and ensure the culture of the newly formed firm is nurtured and supported.

Strategies for Operational Law Firm Merger Integration

It is key for a successful transition to include and engage lawyers in the merged firm in a thoughtful approach to integrating business professionals and systems. Engaging law firm merger consultants can provide valuable guidance in navigating the complexities of law firm merger integration, from merging business systems to ensuring operational efficiencies.

Combining the professional functions should result in operational efficiencies. Typical law firm mergers support the belief that 1 + 1 does not equal 2 for these functions but should perhaps equal somewhere from 1.2 to 1.5, depending on the function.

If, for example, the finance department of each firm has 40 staff members, it is unlikely that the combined finance department of the merged firm will need 80 staff members. The new finance team could decrease from a combined 80 staff to approximately 60 people. Similarly, there will not be a need for two Chief Financial Officers.

I use the finance function and numbers to illustrate this discussion. The same applies to business development and marketing, information technology, human resources, and other professional functions.

Law firm business leaders and the teams who report to them are often long-tenured, trusted professionals who frequently have deep relationships with lawyers throughout the firm. Some have been loyal cheerleaders who help support and maintain a firm culture.

Many of these managers’ titles do not reflect the depth of their knowledge, their work, and the relationships they have built with attorneys. And perhaps most importantly, titles do not convey the institutional memory business managers may carry.

Choosing the Right Leaders: Crafting a Unified C-Suite

The integration team should take a thoughtful and comprehensive approach to the combined firm C-suite for a successful merger. Selecting the Chief Operating Officer of the merged firm may be a foregone conclusion if one firm is perceived as the “dominant” firm.

While selecting leaders from within the merging firms is often the first consideration, an external executive search firm can provide a valuable objective perspective.

By thoroughly assessing leadership needs, skills gaps, and organizational goals, external experts can ensure that the combined leadership team is equipped to drive success. This objectivity helps address potential biases or blind spots in internal selection processes, enabling firms to build a leadership team that aligns with strategic goals.

Avoiding One-Sided Leadership Decisions During Law Firm Merger Integration

Keep in mind these transactions are always presented as mergers – not as acquisitions, even if one side has significantly more heft and investment in the eventual outcome. Making decisions automatically may not be in the best interest of the newly combined firm for many reasons, including skill set, experience, relationships, temperament, flexibility, ability to lead a change management effort, and likely ability to successfully bring new players into their team.

The smaller firm may have superstars amongst their C-suites, and the more prominent firm may have someone in place who is simply keeping the seat warm because of their tenure. Similarly, selecting all the chiefs from one side of the combination will not lay the foundation for a smooth transition.

In some mergers, external hires have proven instrumental in achieving seamless integration and long-term success. For example, firms have brought in external Chief Operating Officers with specific experience in large-scale integrations to bridge operational and cultural divides. These external leaders often provide fresh perspectives and specialized skills that neither firm may possess internally, enabling a more robust integration strategy.

Building a Cohesive Business Framework

Firms must carefully consider how the professional teams will integrate and what systems and processes will be adopted. A well-drafted law firm merger agreement can be a foundational document outlining the integration plan for professional teams, systems, and processes. Firms should consider not only the experience of each manager but also their relationships and accomplishments and how they will work within the combined law firm. Asking thoughtful questions will illuminate who can lead the combined firm as it establishes its culture.

While adding lawyers from different geographies or practices is viewed as accretive — by increasing revenues and presumably profits, sometimes practices do not mesh well. Client conflicts, perceived lack of status in the new organization, or perhaps a concern that without the appropriate teams around them, they will not be able to effectively service their clients, which can prompt lawyers to leave.

Typically, these are guided departures, and inevitably, the departing lawyers wind up happily at another firm. And, of course, we know the moment a merger is announced, other firms will swoop in with potentially attractive offers for lawyers with good books of business and excellent reputations. The same, sadly, cannot be said for the business professionals of the firm, who may be asked to leave; they rarely, if ever, leave with a group or the team they have been working with, and may struggle to find new jobs.

Supporting Business Professionals Through Transition: A Human-Centered Approach

The answers for each merger will be different and often nuanced. As noted above, some members of the business services team will inevitably be without jobs in the new firm. It is important to those leaving and those left behind that leadership takes steps to ensure that the displaced business services professionals are supported properly throughout the process.

Firms with a business services integration plan or checklist are more likely to succeed because they have thought through their infrastructure, systems, and, most importantly, communication process to all constituents. In so doing, they will preserve the culture they have spoken about so eloquently.

The Path to Seamless Law Firm Integration: Leadership, Culture, and Strategy

Post-merger integration in a law firm requires meticulous planning to align not just the business systems but also the culture and operational frameworks of the newly combined entity. Integration takes time, transparency, and care. Developing a comprehensive law firm merger checklist ensures that every step of the integration process is accounted for, from leadership selection to operational alignment. Given the complexities of integrating business services and aligning cultures, leveraging an unbiased, expert-led executive search process can be a critical success factor.

External search partners, like The Alexander Group, provide a neutral, data-driven approach to evaluating potential leaders, whether internal or external. This ensures that leadership appointments are based on merit, alignment with strategic goals, and the ability to drive transformative change rather than on legacy or internal politics.

Conference room with table and chairs, large window and city view at sunrise, business concept. 3D Rendering

Pursuing a board position? We’ve written about interviewing with the search firm engaged to fill the open board seat, emphasizing that it’s essential to demonstrate that you “get” the board’s role and how it functions. The next stage of the process is meeting with the company.

Here’s what you need to know.

1. It may be a lengthy process.

Very few boards conduct searches with tight deadlines—quite the contrary. I’ve conducted searches in which the timeline to complete the search was a year. Because retiring board members give ample notice, or if a board is adding a new member, it may wish to consider a broad slate of diverse candidates. Additionally, the long process is simply a matter of logistics. Most board members and candidates don’t reside in a different city or where the company is headquartered. During my last board search, we flew the candidates and the nominating and governance (N&G) committee to New York for candidate interviews. Only one of the nine individuals lived in New York, the most central and easily accessible location.

Your first meeting with the company could be with one director or the chief executive officer. It will likely be with a group from the company’s N&G Committee. We have previously written about how to ace a search committee interview; however, there are some twists for the N&G Committee interview, which I discuss in the following points.

2. The basics.

Before you don your best suit or dressiest office attire, ask the search firm what the committee will be wearing. You will want to dress accordingly. Some candidates have gone to interviews in their most conservative suits only to find the N&G Committee dressed in khakis and golf shirts. On the other hand, one exceptionally self-assured candidate wore jeans to the interview, and the board members all wore suits. You want to avoid drawing attention to over- or under-dressing. Always ask and match your attire to those you meet.

3. Preparation.

In addition to reading the company’s financial documents, analyst reports, and regulatory filings, you must connect with the company’s “product.” Visit the stores, eat the food, etc. Who are you meeting? What is their tenure on the board? Take a step back and look at the board as a whole. Is it a long-tenured board? Is there frequent turnover? What apparent strengths does each member bring to the board? What are the company’s long-term plans? Where could you add value? Time spent reading the MD&A and management sections in the company’s 10-K and reading about the directors in its proxy statement. Knowing the responsibilities of directors according to the bylaws will be invaluable.

4. Striking the right tone.

As we have said, interviewing for a board position differs from interviewing for an executive role at a company. You do not need to discuss each position you have held throughout your career in granular detail, but give an overview of how you have increased earnings, introduced new products, restructured a company, led global expansions, etc. In short, reveal how you added value to the enterprises you’ve worked with.

5. Use your time wisely.

Assume you will be asked for a five-minute summary of your background. Avoid getting into the weeds. Highlight the strengths you bring to this board seat. For example, if a board is interested in you because of your turnaround experience, spend proportionately more time discussing that versus your experience taking companies public. If this would be your first board role, highlight your interaction with the boards of companies you have worked with.

6. Interviewing with a Nominating & Governance Committee.

The primary mistake many candidates make is to give concise answers. Making eye contact with each committee member when answering a question is also essential. It makes everyone feel included and allows you to assess body language, such as if you are talking too much or lacking interest in what you are saying. Don’t be afraid to say, “Please stop me if my answers are too long or you want more detail.”

7. Giving feedback on the company.

One question may be, “What is your opinion of our product, stores, strategy, or challenges?” Your answer will demonstrate how well you have done your homework. If there are weaknesses, you should point them out constructively and tactfully and balance them with positives. You will be assessed on how well you can give constructive feedback without being abrasive. Conversely, some candidates need to be more enthusiastic about gushing about a company and offering nothing but compliments. This can also be a disqualifier, as every company can improve in some area, and board members must be able to provide balanced feedback.

8. Your reasons for being a candidate.

We have addressed the issue of candidates understanding the role of a board member. But what should you not say? Your reasons for serving on a board should not be about you and what the position will add to your resume, career, or pocketbook. One board reported that a candidate wanted to retire in a couple of years and fill his time with board positions, hoping this would be the first. Instead, your motivation should be about how to add value and why the company has the product, challenges, or culture you identify with.

9. Ask questions.

Your questions are as important as your answers. Ask questions that demonstrate you understand the issues the board has faced or could face in the future. Ask questions that require answers from more than one board member, resulting in an in-depth discussion. Suitable candidates should be collegial and demonstrate critical thinking skills and business knowledge. Leave the committee thinking, “I could see her on the board. She seems like a good fit.”

10. Final thoughts.

Remember that the interview is a two-way street. Regardless of how much you covet that first board seat, the time commitment is too expensive if you feel uncomfortable with or align with the other board members.

Board members and interns discussing the benefits of board membership

The benefits of board membership extend far beyond prestige or compensation; they offer executives a chance to grow professionally, make meaningful contributions, and build valuable networks.

However, serving on a public company board is not as easy as it once was. Increased regulatory pressures, shareholder scrutiny, and the risk of litigation have elevated board members’ responsibilities.

Despite these challenges, many public companies continue to attract highly competent directors. Why is this so? Because the opportunities and rewards of board membership make it a compelling career move for many executives.

Seven Benefits of Board Membership

The benefits of board membership are as diverse as the professionals who seek them. From career advancement to personal fulfillment, board service offers executives opportunities to grow, contribute, and connect meaningfully.

In this section, we’ll explore seven compelling reasons why board membership remains an attractive goal for many leaders.

1. A way to segue into retirement.

As executives move into the last third of their careers, many start planning their retirement and what they will do to fill the time. If we had a dime for every executive who says, “Once I retire, I’d like to sit on a couple of boards,” our coffers would overflow.

With board memberships, a retired (or nearly retired) executive can have a place in the business world but on a more limited and structured basis. No analyst meetings, no customer presentations. Just three days a quarter, often in a nice location. As one executive said, “I don’t want to practice, but I still want to be in the game.”

2. Best practices.

Many executives in the prime of their careers want to be on a board so they can learn from other executives and see what works for a different company, industry, or culture. Susan R. Nowakowski, President and CEO of AMN Healthcare Services, says that a board position should allow executives an opportunity to be constantly challenged and grow professionally.

She adds that directors should “get involved in addressing the organization’s key strategic issues by joining, and perhaps even chairing, the board’s strategic planning committee because strategic acumen and leadership abilities are valued in the business world.”

3. Connect with other executives.

There are many executives who like being exposed to other executives—whether for business reasons or simple networking reasons. It is not uncommon to see some potential board candidates choose to join a board based on the perceived caliber and stature of the other board members.

Similarly, we have conducted searches where prospective candidates have commented that the board we were recruiting for was “not high wattage” enough for them.

4. Compensation.

Make no mistake: serving on a public company board can provide attractive compensation, leaving many professionals wondering, ‘How much do board members make?’

With roughly 20 work days a year, board members can earn substantial fees, often supplemented by stock options. While many companies award a portion of board fees in the form of stock options, the potential for stock appreciation can also be a strong incentive.

Top corporate board earner Shirley A. Jackson, who sits on six Fortune 500 boards, including FedEx, Marathon Oil, and IBM, took home more than $4 million in board compensation from 2008 to 2010.

5. Prestige.

Right or wrong, some executives see a board seat as one more rung in a successful career. We have met executives who don’t have the time or, truth be told, the attention to detail that a board requires, yet still, they believe they are missing something by not serving. It’s almost like the corporate version of “Keeping Up with the Jones.”

Listen carefully, for the stories are plentiful of board members ever so quietly being asked to leave for not attending board meetings or being unprepared.

6. Strategic career move.

Many executives believe that board service will provide greater visibility, making them more sought after for a higher position with another company. This seems especially true with non-CEOs. We know a former CFO of a utility company who landed a spot on a Fortune 50 consumer products board. Many years later, while being considered for the CEO position of his business, he beat out someone with much more experience because the board believed his knowledge as a board member for another company would make him more effective at managing their board. Along these lines, some companies choose their CEO from their existing Board members.

While most board members don’t join a company board hoping to be its CEO, it does happen. Betsy Burton, the former CEO of Supercuts, sat on the board of jewelry retailer Zale Corporation for three years before being selected as President and CEO. From July 2009 to October 2010, twelve Fortune 1000 companies selected their new permanent or interim CEO from their board ranks, up from only four the year before, and the trend is only growing.

Depending on their expertise, executives can pick from a list of executive board positions such as Chairperson, Treasurer, or strategic committee leadership roles, expanding their career opportunities through targeted board memberships.

7. Opportunity to serve.

Some executives don’t care about any of the above reasons but want to serve; they believe they have the wisdom and experience to add value to a particular organization. As Thomas M. Gorrie, a renowned international health policy adviser, said when he was selected to join The Robert Wood Johnson Foundation’s board of directors, “I am eager to lend my experience and passion…to help continue the foundation’s reputation for innovation and excellence and to play a role in helping achieve lasting change in health and health care.”

Executives drawn to service often find fulfillment in the responsibilities of a board member, which include providing governance, offering strategic oversight, and ensuring the organization’s long-term success.

Maximizing the Benefits of Board Membership: Your Next Professional Move

Board service offers a unique blend of professional growth, personal fulfillment, and career advancement opportunities. From leveraging your expertise in a strategic capacity to building meaningful connections with other leaders, serving on a board can be a pivotal step in your professional journey. Whether you’re nearing retirement, seeking a new challenge, or simply want to contribute your knowledge and passion to a worthy organization, the benefits of board membership are as diverse as the roles themselves.If you’re considering board service as your next professional move, The Alexander Group can help you navigate the process. With decades of experience in executive search and board placements, we specialize in matching exceptional leaders with organizations that align with their values and expertise. Contact us today to explore how we can support your transition to board service and help you find the perfect fit for your skills and ambitions.

In the past, we have written about how to land a board position, listing the steps you should take to allow yourself to be “found” because getting invited to join a board requires a different approach than seeking a C-suite position. We have also written a primer for first-time board members. But how do you ace the interview?

First things first: The Initial interview with the search firm

The search firm will be vetting several candidates. Today, almost all board searches have specific functional requirements for which the search firm will look. Gone are the days when companies seek an astute business person who will mesh with the existing board. You will like executives with similar talents and experience.

The recruiter will review your resume as if you were interviewing for an operational position. Instead, the recruiter will look for the high points: What were your successes when facing challenges? What was your organization’s culture, and why did you make confident career choices? What was your reputation at each company where you worked? Are there explainable career gaps? The recruiter will pay particular attention to your interpersonal style, assessing if you would be a good fit and if your experience and skill set would complement the current board.

The recruiter will also want to discuss your past board experience and pose questions demonstrating your knowledge of a board and how it functions. I have seen many suitable candidates fall short of the interview by discussing “their desire to help management run the company better.”

We cannot say it too many times: directors do not help manage the company. They represent the interests of shareholders and provide oversight and guidance on issues such as creating and preserving shareholder value, executive compensation, enterprise risk management, CEO succession, and maintaining corporate integrity.

If you need more public board experience, do some research. Ask your friends or colleagues who are board members what the search committee asked them and what they would ask a prospective board candidate.

The recruiter will also confirm that you can take on another role, have autonomy over your schedule, and that your company endorses your joining an outside board. You should have reviewed the board meeting dates for the next two years and confirmed your availability.

Speaking of time, I have two observations…

One red herring that a candidate is not the right fit for a public board is their accessibility. Board-ready executives know how to manage their time and calendar. Several years ago, while conducting a board search, an executive was very excited about joining my client’s board but couldn’t discuss the opportunity by phone until a month later. My concerns increased after I scheduled a time to fly to Los Angeles to interview her at her office. Her assistant told me she would have only an hour to meet with me. Be mindful that if you are considering joining a board, you are excited about, demonstrate that you will invest the time at the front end with the search firm. This will ensure that adding this additional time commitment is the right decision for you and the company.

Lastly, the recruiter may ask if there is anything that a background check would reveal that could be an issue. In addition to criminal records, the recruiter wants to know if you have been the subject of any lawsuits, especially a shareholder suit, and the subject of any SEC or other regulatory proceedings.

This is another entry in our series covering advice for first-time board members, though we continue to receive emails on additional advice for new board members. One of our readers suggested that you think of your first board as if you are being introduced to your spouses-to-be’s family. Maybe that is not the perfect analogy, but first impressions are hard to counterbalance should you make a mistake. If you have missed our previous posts, you can check them out here and here.

As a board director, how you communicate is just as important as what you do. Successful directors think before they speak and influence their peers instead of making demands. Continue reading for more expert advice on effectively communicating as a board director.

Question in the right way.

Think before you speak. Ask yourself: What is my intent? What is my objective? One savvy director says he phrases his questions to promote discussion and allow the board to examine the issue more deeply.

You need not always ask the first question or make the first comment on a topic. There will be times when you can offer more by listening first to what others have to say. As we noted in our last blog, refrain from asking questions merely to get information that you should already have; in other words, do your homework so you don’t have to use meeting time to get up to speed. If you have unanswered questions, schedule one-on-one calls or meetings with the CEO or other directors before the meeting and during breaks.

Be time-conscious and make every moment count.

Know what matters and what does not because time is limited. One veteran director comments, “There is always a director who wants to monopolize the conversation and listen to himself talk. Don’t be that person.”

Stick to the topics that require the board’s attention and action. If the conversation derails, gently guide everyone back to the topic. Details matter and often merit discussion, but avoid “the weeds” unless the issue is the weeds. Those are better left to management.

Be open to adapting your communication style.

You will have a different kind of authority than a director on your first public board as a CEO, where you have the final say. A board meeting is not a staff meeting where you make unilateral decisions and assign tasks. One director, a managing partner at a private equity firm, confessed that after being on the board of portfolio companies where he didn’t have to share power with others, joining a public board required him to modify his style to stop giving orders and rely more on influence.

Because boards act collectively and not individually, effective directors must act through persuasion, convincing others of the merits—and the risks—of a particular decision. Becoming an influential board member requires understanding how other directors receive and process information. You will never finish refining your ability to influence.

Be careful about how you discuss previous experience.

Use your experience as an executive officer at other companies without constantly referring to it. As one director said, “It is very annoying for someone to continually say, ‘At ABC company, we always did this.’” Constantly bringing up your experience as an executive may turn off management and your fellow directors.

Instead, one veteran director suggests asking open-ended questions that compare strategies. “Could there be a better way to do this?” works much better than “At my company, we do it differently.”

Ask for feedback.

Director communication should be on a two-way street, not limited to the boardroom or committee room. Most boards have a formal director evaluation process; let that assessment be an ongoing process and seek out the views of other directors on a range of relevant matters. One of the most valuable things a new director can do is ask for feedback on their board participation after the first or second meeting. If you are talking too much, focusing on the wrong issues, or crossing the line on management responsibilities, learning it quickly to adapt is better.

Provide feedback—but do it respectfully.

After you have gained experience serving on the board, be a helpful leader to any new directors. An experienced board director suggests providing positive feedback to new board members by starting with positive recognition: “I like the way you did this. However, when you said that, you turned the management off. Is there a better way you could approach that?” Many first-time board directors may be insecure initially; the seasoned director has an opportunity to mentor and guide the new director to be effective.

A businessman is trapped in his glass office by a surplus of discarded ideas on paper . His colleague in the next office is working more efficiently and is oblivious to him being trapped .

What do you do when you have hired someone who, once on board, is not a good hire? No one intends to make bad hiring decisions, but they happen for various reasons. Think Dr. Jekyll/Mr. Hyde.

We interviewed several leaders; interestingly, most offered the same advice: You will know if you have made a bad hire within three to six months—and sometimes much sooner, they agreed. Their recommendation? “Face the music and move on. Do not sit tight and hope that it will get better. Fault generally lies on both sides.”

“Nobody wants to fire anybody,” says Jeff Early, a 40-year banking veteran, “but it’s fairer for both the employee and the employer to resolve the problem quickly.”

Cut your Losses

Dan Bowling, Senior Lecturing Fellow at Duke Law School and former head of human resources for Coca-Cola Enterprises, responded typical of the group: “Cut your losses as soon as you can. In my experience, once you begin to have serious doubts, it is hard to reverse them. Your instincts are probably right.”

One executive we spoke to had hired a Vice President of Compensation, a generalist who emphasized compensation. The individual convinced the hiring manager that she could handle a compensation role and interviewed well with key stakeholders. She “Seemed like a good fit. References checked—she had tons of promise.” The hiring manager and candidate both acknowledged there would be a learning curve and that it would take some time to get her up to speed.

However, it quickly became apparent that she needed help to handle the stress of a new environment and the demands of improving her technical skills. Her mistakes added to her stress; she stopped sleeping, which compounded her ability to assess new information, and before long, it was clear that she could not manage the job. The hiring manager openly discussed with the individual how they both decided without having all the facts, and she was released with a two-week notice. “We hired one of the other candidates in the search, and it worked out well in the long run.”

Others could have been more successful.

One executive tells a grim tale of getting stuck with a bad hire: “A typical issue one faces is when a senior person is hired with the involvement of other departmental heads. You know a mistake has been made within the first few weeks—you see it daily. The executive might be satisfying the needs and agendas of those other constituencies but can’t do the job you need doing.”

Undoing a hiring mistake quickly can be difficult in a modern corporate environment because of the multiple constituencies involved in a key executive’s recruitment and selection process. Sometimes, Bismarck’s diplomatic skills are needed to convince the rest of the management team that a mistake was made.

“It took two years to manage his exit,” our executive added. “By then, the damage was done.”

Coaching

In the collective experience of the executives we surveyed, a company has rarely been able to reverse a hiring mistake. When it does happen, it is a magical synergy of the particular individual, their situation, and the complexity of the role.

Some respondents maintain that coaching the individual can sometimes save the hire. 360-degree assessments are highly effective tools for obtaining concrete feedback from others and addressing performance issues.

One executive told us: “Clearly communicate expectations and needed areas of improvement, define key measurable metrics to achieve performance objectives, document all activity and ongoing progress, and genuinely work with the individual to help them embrace the role and deliver desired results.”

Other times when coaching can save the hire are when circumstances change beyond the individual’s control. For example, a person may be assigned a new manager, a new CEO may have a different strategic vision, or the company may be sold or make an acquisition, and suddenly, the newly hired executive may not be a fit.

One executive recalled hiring a Vice President of Human Resources who was a superb cultural and technical fit. However, six months after he joined, the company acquired another company with extensive international operations. The new Vice President of Human Resources had yet to gain international experience and would not have been qualified for his role in the now-global company. The company and the individual used coaching, added support, and training to allow the individual to keep and excel in his expanded role.

However, if the issues are exclusively about style or cultural match, coaching someone to fit into the organization is harder.

Move the Person into Another Role

Carved into another moved function or position that might provide a better fit? Our surveyed executives agreed that this works on occasion. For example, suppose there is a personality conflict with the hiring manager, but there is a comparable role in another region or business unit. In that case, it is possible to transition the person successfully. However, “there are not many second chances in most companies,” one executive cautioned us.

Mr. Bowling added his caution: “Another position in the organization might be a better fit, so make a good faith effort to look for one. But don’t transfer your problems to someone else—that is unethical and will destroy your credibility in the long run.”

Learn from Your Mistakes

What was your mistake? Was it hiring too fast? Ignoring red flags because you personally liked the individual? Being so wooed by a track record that you ignored cultural fit? Do you need more adequate due diligence?

Most of our respondents agreed that many of their hiring mistakes proved an opportunity to re-examine their hiring process. And yes, you need a structured hiring process that defines what you seek, aligns the interview team, includes behavior-based interviewing, and ensures due diligence.

“I once had a boss who said, be slow to hire, quick to fire,” adds Mr. Early. “That’s trite, but, looking back, I should’ve heeded that more often.”

Realize also that a batting average of 100 percent on new hires is unrealistic and shouldn’t be expected. Jack Welch, former Chief Executive Officer of General Electric, said, “New managers are lucky to get it right half the time. And even executives with decades of experience will tell you they make the right calls 75 percent of the time, at best.”

And when you do make those mistakes, don’t be afraid to admit them. Just try not to repeat them.

This article was initially published in November 2011 and updated in September 2018.