heather, Author at The Alexander Group

Strategist. Gatekeeper. Advisor. These aren’t just buzzwords for resumes or LinkedIn profiles. They are the critical duties of a role becoming prevalent in the C-Suite.

TV shows like “West Wing” and recent turnover at the Presidential level have attracted national attention to the role of Chief of Staff. Once primarily a government or military role, Chiefs of Staff (COS, for short) are beginning to appear on the rosters of non-government organizations. The trend began in the tech industry about five years ago as many former government officials left D.C. to join Silicon Valley startups.

“I first saw the role emerge more than 10 years ago in the financial services space,” says Jane Howze, Managing Director at The Alexander Group. “Larry Green held the title at Tudor Pickering Holt & Co. for six years, working side by side with President and Founder Dan Pickering.”

Today, the role has spread into banking, arts, professional services firms, and media. Warren Buffett has a Chief of Staff, as do Amazon’s Jeff Bezos and Merck CEO Kenneth Frazier. Venture capitalist Peter Thiel’s COS famously went on to become Chief Technology Officer of the United States.

Demand for transparency, corporate accountability and the rise of social media mean that many chief executives are becoming more like politicians or public personalities, spending more time connecting with the public and media. Chief executives need a way to offload the work that isn’t getting done. Enter the Chief of Staff.

A springboard to the C-suite

As a researcher for an executive search firm, I often identify Chiefs of Staff as potential C-suite candidates: Chiefs of Staff learn first-hand what it takes to run and grow a business, and the experience can accelerate their careers. They have valuable operations, financial or human resources experience—or all of the above—and make excellent candidates for Chief Operations Officer, Chief Strategy Officer and many other C-Suite roles, depending on the search.

Chief of Staffs are also highly influential: This influence has helped women and people of color in the role forge their own unique career paths. “They are being positioned as the next wave of C-Suite executives themselves which is really exciting,” says Caroline Pugh, COS to President of CareJourney. “The chief of staff role could be the very role that finally evens out the gender disparity in boardrooms.”

Karen van Bergen, former CEO of Omnicom Public Relations Group, spent three years as Chief of Staff to the President of McDonald’s Europe before she advanced to the CEO role. Today, she serves as Dean of Omnicom University, the holding company’s long-standing management development program. Kathleen Lynch joined UBS Group Americas as Chief of Staff and a strategic advisor to senior management; today she serves as Chief Operating Officer.

”It’s the best leadership course you could potentially take,” said Nate Jenkins, Chief of Staff to Founder and Chief Executive of Sidewalk Labs, Daniel L. Doctoroff. “I am expanding how I both take in information and make decisions.”

What are typical responsibilities?

Beyond being the chief executive’s right hand, a COS will likely take on a specific focus while acting as a trusted partner for the chief. Sound ambiguous? “No Chief of Staff is the same,” according to Scott Amenta, another Chief of Staff profiled in a recent New York Times article. Dennis Yu, Chief of Staff at Chime, described the role as a “foil to the principal”. Like a weird kind of work twin? “Yes,” he replied.

Maggie Hsu, former Chief of Staff to the Zappos CEO, describes the variety of responsibilities a Chief of Staff may take on:

Administrative. These could include scheduling and planning meetings, attending along with the executive to take notes, and later following up on post-meeting action items. They may coordinate the executive’s calendar, keep critical contact information updated, and help them prioritize their tasks. It is important that a COS be organized, efficient and flexible.
Project management, such as tracking important initiatives, keeping stakeholders updated on a project’s status, and managing project teams. An ability to build relationships between business units is an important skill for a COS focused on project management. It is also important to be able to track the full lifecycle of a project from start to finish while keeping an eye on the big picture.
Financial. This could include running the budgeting cycle, conducting quarterly business reviews, preparing for board meetings, tracking financial metrics, or evaluating investment opportunities. This blend of administrative and strategic duties is a common task for a COS.
Strategic initiatives. It’s an ambiguous role and is custom-designed to fit the needs of a specific executive. As a result, the COS may take on projects that do not fit within any one business unit or function, such as developing new ideas and business opportunities, building out new functions or business units, designing function strategies, or providing decision support for stakeholders. Problem-solving skills are a must.
Human resources. Some Chiefs of Staff have human resources backgrounds: They may evaluate the organizational structure to identify gaps, update the recruitment process, carry out diversity & inclusion initiatives, or work with the Chief Human Resources Officer to streamline HR processes. They can play a part in the people operations of a company, influencing the community culture. Being people-oriented is important no matter what duties are assigned; it is especially helpful in this case.
Gatekeeping. Excellent communication skills are critical for this, as the COS represents the chief executive to his contacts and the public. The COS may spend much of their time fielding internal and external communications for the executive, vetting media requests, attending meetings on their behalf, and maintaining critical relationships. Excellent verbal and written communication skills are essential.

An effective Chief of Staff must be absolutely trustworthy.

Regardless of the blend of functional responsibilities, one quality trumps all others: Trust. An effective Chief of Staff serves as a trusted advisor who will represent and protect his or her executive’s reputation and serve as a trusted sounding board for politically sensitive and confidential matters. “The executive is constantly getting requests for their time, money, advice or other resources, and they need someone who can vet and respond to these requests appropriately,” says Hsu. “This requires a high degree of understanding and trust between the COS and the executive.”

Need more firepower in your C-suite?

“The main purpose of a chief of staff is to add firepower to the person he or she has been hired to support,” according to Chris Hutchins, the founder and CEO of Grove. Need that firepower in your C-suite? Hutchins suggests an organizational audit to discover what tasks are eating up too much of your chiefs’ time and what a COS could take on for her or him.

Ultimately, a Chief of Staff role will mean different things to different chief executives, and be an extension of that executive. No two are alike.

Brian Rumao, Chief of Staff to Jeff Weiner, LinkedIn’s CEO, said that while he has program management and strategic responsibilities, the role “has no boundaries or preconceived notions of how to measure success.” When discussing the details of his core responsibilities, Weiner said “The core part of the role is clearly defined. Above that, the role is ultimately what you make of it.”

Law firm governance models are central to The Alexander Group’s work, which involves assisting law firms in recruiting executives (many from outside the legal industry) to run their business operations. As law firm administrative talent has become more sophisticated, governance structures have evolved significantly. Rarely do law firms’ managing partners or chairs maintain robust legal practices today.

Moreover, the role of chair or managing partner is no longer a lifetime assignment, as it often was in the past.

AmLaw 100 Leadership Strategies for Evolving Governance Models

Although virtually all firms on the AMLaw 100 list have an executive or management committee that functions like a corporate board of directors, some firms are taking different approaches to the top leadership position of a firm. One approach that is becoming increasingly popular is for a firm to elect two co-managing partners, or both a chair and a managing partner. This dual leadership structure is adaptable across various types of law firms, from regional practices to global powerhouses, ensuring that governance models are tailored to their operational scope.

One of the co-managing partners or the chair will focus on strategy and external issues, while the other two will ensure that their firms run well. Schulte Roth, Kramer Levin, Kobre & Kim, Sullivan & Cromwell, Mayer Brown, and K&L Gates are examples of firms adopting this leadership structure.

To explore how dual leadership structures function in practice, John Lamar, a seasoned consultant specializing in law firm strategy, sat down with Michael Caccese, Chairman of K&L Gates LLP. In this interview, they discuss the firm’s governance model, the division of responsibilities between the chairman and managing partner, and how their collaborative approach has helped navigate challenges like global growth and the COVID-19 pandemic. Their conversation provides valuable insights into the benefits and best practices of adopting this innovative leadership structure.

Examining Law Firm Governance at K&L Gates LLP

As a prominent firm on the AMLaw 100 list, K&L Gates LLP employs approximately 2,000 lawyers across five continents. It has grown rapidly over the last twenty years through key acquisitions and organic growth. This growth reflects the scalability of governance models across different types of law firms, showcasing the adaptability of strategic leadership.

Here is my conversation with K&L Gates Chairman Michael Caccese about how this governance structure works.

John Lamar: K&L Gates is recognized for its strong operational foundation, culture, and governance structure. You serve as the firm’s chairman, and Jim Segerdahl serves as managing partner. Both of you and your partners describe this structure as a successful and synergistic partnership between the two of you. Can you talk about how that came about?

Mike Caccese: Prior to March 2017, K&L Gates firm leadership had one person serving in both roles. The firm’s Management Committee believed for numerous reasons that because of the growth of the firm both geographically and in headcount, along with the complexities of operating a global law firm in the 21st century, the roles of chairman and global managing partner should be separated.

John Lamar: Did you both assume your role at the same time?

Mike Caccese: Jim and I started our roles in March 2017.

John Lamar: Did you have a close working relationship previously?

Mike Caccese: Jim and I had a working relationship for many years, although I worked in our Boston office, and he is based in our Pittsburgh office. We were both members of the management committee and served as the two Vice Chairmen of the firm prior to 2017, which gave us the opportunity to work closely on firm strategic issues.

John Lamar: How do you divide responsibilities today in your respective roles as chairman and global managing partner?

Mike Caccese: Jim, as the Global Managing Partner, is responsible for the day-to-day management of the law firm and implementing the firm’s strategies established by the Management Committee. My role as Chairman is to work closely with the Management Committee on strategy, ensure that they receive the resources needed to fulfill their duties to the partnership, work closely with Jim on client and industry outreach, and assist Jim in implementing firm strategy.

John Lamar: How often do you communicate?

Mike Caccese: Jim and I communicate almost daily and use each other as sounding boards for addressing firm and industry issues.

John Lamar: How has your relationship and interaction with each other changed since Covid?

Mike Caccese: Since Jim and I assumed our roles, our relationship has become very close. COVID has only made it closer, with both of us and the Management Committee addressing the Covid-related challenges facing law firms, industry, and clients, few of which are the same across the various markets and geographies in which K&L Gates operates.

John Lamar: Since you had not worked from the same office or practice group previously, what did you both do to get the relationship off to such a positive footing?

Mike Caccese: It was not difficult. We both communicated frequently, shared similar visions, and focused on basing decisions on what was best for the partnership. Communication, respect, transparency, and a common goal enable us to work together seamlessly for the benefit of the partnership.

John Lamar: We are seeing many of our other clients considering dual management roles such as the one you and Jim share. What advice would you offer them?

Mike Caccese: Do not be hesitant to separate the two roles. Running a law firm is very complex, multi-faceted, and takes a team effort. Make sure that the two leaders have excellent communication and listening skills and both operate towards the same goals. Finally, the roles should be well defined, and one of the two positions should be clearly responsible for the day-to-day running of the law firm. One decision maker, two strategists.

The Impact of COVID-19 on Law Firm Leadership Structures

Since the start of 2020, the COVID-19 pandemic has set in motion an avalanche of both short- and long-term challenges for business leaders. Executives were faced with the short-term challenges of finding ways to keep their businesses functioning amid quarantine orders, revenue losses, and office closures. Law firm knowledge management became an indispensable tool during this period, enabling firms to maintain operational continuity by efficiently accessing and sharing critical information.

How CSOs Strengthen Law Firm Governance Models

To work through the long-term implications of this global disruption, many organizations turned to their Chief Strategy Officer (CSO), a multifaceted individual tasked with developing and executing strategic initiatives. Major global companies such as Kohl’s, Hewlett Packard Enterprise, Petco, Molson Coors, and global law firm Kobre & Kim have CSOs in their C-suite to help develop and execute their organization’s long-term goals.

First introduced to the C-suite in the 1990s, the CSO ensures that the organization is well-positioned to meet potential future challenges, executes the Chief Executive Officer’s (CEO) initiatives, and positions the organization for long-term success. To be effective, a CSO must build a culture of trust through institutional and industry knowledge. This trust allows them the fortitude to make difficult strategic decisions.

Similarly, the role of a Law Firm CMO (Chief Marketing Officer) has emerged as critical for shaping branding strategies, client outreach, and aligning marketing efforts with governance objectives. The job of formulating a corporate strategy traditionally has fallen on the Chief Executive Officer. Another critical aspect is law firm knowledge management, which ensures that institutional expertise is preserved, organized, and leveraged to support strategic initiatives. However, the complexities of the day-to-day operations of an organization often leave little time for chief executives to execute a long-term plan; this is where the Chief Strategy Officer steps in.

Why Law Firm Governance Models Are Key to Leadership Success in the AmLaw 100

Law firm governance models are evolving to meet the demands of a rapidly changing legal landscape. From dual leadership structures to the rising prominence of Chief Strategy Officers, effective governance and executive roles are crucial for driving growth, improving operational efficiency, and adapting to global challenges. Insights from industry leaders like K&L Gates highlight the importance of communication, strategic vision, and clearly defined responsibilities in achieving leadership success.

For more insights into executive roles in law firm management, visit The Alexander Group.

The Alexander Group celebrated 40 years of executive search leadership with an April celebration at The Podium at Porsche River Oaks in Houston. The evening drew more than 150 clients and friends of the firm, culminating in speeches from Managing Director and Founder Jane Howze, Managing Director John Lamar, and long-time client Larry Jobe, former Regional Managing Partner of Grant Thornton.

Other clients and friends of the firm attended the party, including Bud Simpson, a client since 1993. Bud was the former Chief Human Resources Officer for Coastal Corporation and a local not for profit leader. We also welcomed Linda Lang, former CEO of Jack-in-the-Box; Steve Taylor, CEO of the Arthritis Foundation, Phil Rudolph, former General Counsel of Jack-in-the-Box, Keith Fullenweider, Chairman of Vinson & Elkins, Kent Zimmerman, Senior Partner of Zeughauser Group, Nick Peacock, Chief Operating Officer of Baker Botts, Jay Sears, Managing Partner of NewQuest, Jim Katt CEO of US Cryo, Tom Brackin, CEO of American Omni Trading, and Andy Baker, former Managing Partner of Baker Botts.

Revved up and ready for the next four decades (and more) of service to our clients, the party featured a host of Porsche’s newest cars, a curated selection of light bites and special sips, a 360-camera booth, and a drawing for one party guest, who won Porsche test track experience.

Scroll through the images below for a look at The Alexander Group celebration.

Maria Anderson has joined Carlton Fields as Director of Legal Talent Management. Ms. Anderson is a seasoned law industry expert, knowledgeable in a wide range of areas, including talent management, attorney training and professional development, office administration matters, and workflow coordination.

Learn more about Ms. Anderson here.

This search was conducted and completed by John Mann and Michael Doering.

A few months ago, I reached out to an individual at a Fortune 500 company about a potential opportunity with a client. His background was unusual in that he had leaped from a domestic role into a position with substantial global responsibility. As it turns out, there was a story there.

In his prior role, he had been in close competition with a colleague for an Asia Pacific position. He had more experience than his colleague and had been working long hours in preparation for the move. When his colleague was awarded the role however, he was dumbfounded. He’d been passed over for the promotion, and his spirit was crushed.

This is not an uncommon story. Many strong performers are ambitious and enthusiastic for their next internal role. Getting passed over is disheartening. The real question is, what do you do next?

Take a deep breath… keep your cool

After taking a few days to process his emotions, this executive spoke to his managers to garner a better understanding of the situation. They reassured him that big things were in the works. They encouraged him to maintain his work ethic and get better acquainted with what the company was doing—not only in Asia, but on a global scale.

Two years later, a global position opened in the organization and, today, he manages every region across the globe. And the colleague who was promoted to the APAC position? That colleague now reports to him.

He is a perfect example of what to do when faced with professional setbacks. Disappointment, anger, and frustration are natural reactions but “in the moment, those emotions may prompt you to vent to the wrong people, snap at your manager or, worse—quit,” warns Mike Guerchon, Chief People Officer at Okta. It’s crucial to remember that “how you confront difficult situations is a reflection of your maturity and readiness to take a leadership position.” Keep your composure and maintain a professional demeanor.

Also, be sure to not let this disappointment reflect poorly on your performance. You still have a team to manage, targets to achieve and numbers to nail. “Don’t let those emotions interfere with your productivity,” writes Forbes contributor Andy Molinsky. Resilience is key. How you deal with disappointment demonstrates your EQ and readiness to take on additional leadership responsibilities.

“It’s not always possible to make things better, but it is always possible to make things worse,” advised Ben Dattner, author of The Blame Game and founder of Dattner Consulting. This is critical to remember while emotions are running high. Take a deep breath, go through the emotions once you have left the office, and collect your thoughts on how to proceed.

Talk to your manager

After the heat of the moment has passed, and your emotions have calmed, approach your manager and have a candid conversation. Listen closely, and be inquisitive.

While a combination of variables can influence internal talent decisions, here are a few common culprits that may be at play:

Background is too light. Every organization has specific needs. If the role encompasses a broad range of responsibilities, you may be missing a key component, such as international experience, change management or business development.
Too experienced. Yes, it happens! Fulfillment requires a balance between the knowledge to get the job done and the opportunity to grow. If you can do the role in your sleep, you’ll be bored in less than a year and casting your eye to the horizon.
Lack of gravitas. Do you project a polished, professional approach? Are you engaging, calm and confident? Consider how you connect with clients, colleagues and the highest levels of management.
Politics. “As much as we all wish promotions would go to the most talented, hardworking and dedicated people,” writes one Forbes contributor, “decades of office politics tell us that’s not always the case.”
Bad timing. Are you halfway through a critical project? Been in your role less than a year or two? Are organizational changes in the works that may impact your position? Timing is everything, and sometimes beyond your control.
It’s not you. Sometimes, there is simply someone better suited for the role. Maybe the person you were up against has slightly more experience or contributed to the bottom line in a way you’re not aware of. Or there could be broader, long-term factors involved.

Plan your next move

Now that you’ve gone through the emotions and have gained a clearer understanding as to why you were passed up, it’s time to transform a negative situation into a springboard for opportunity.

If you discover you are missing specific experience, talk to your manager about a career plan so you get that experience. Reinvest in your current role, and look for opportunities to innovate and expand your scope of work.
Are you missing soft skills, such as diplomacy, communication skills or emotional intelligence? Ask a mentor for honest feedback and get coaching if you need to. Take up a management training course to hone leadership qualities.
Bad timing? Short tenures and unfinished projects reflect poorly on you and disrupt your organization’s productivity. Invest more time in your current role. It will pay off in the long term.
If you suspect politics are at play, find a way to heal bad blood. Network with the people in the department or region to which you aspire. Build a base of positive support, especially among top leaders.

Know when to leave

Internal opportunities for advancement can be limited, especially as you rise to more senior levels. If, after careful assessment, you believe you’ve reached an impasse, it may be time to explore external opportunities.

While conducting a search for a Chief Marketing Officer for an Am Law 100 firm, I met a potential candidate who at the time served as a Director of Marketing. I asked her why she was considering a new opportunity. She told me that there had been turnover in the senior leadership at her firm, and most of the C-suite had turned over in the past two years. When the CMO announced his retirement, she was confident that she would be offered the position. Around the same time, however, a new Chief Operating Officer joined the firm and, rather than promoting from within, he brought the CMO from his former firm on board.

This candidate handled the situation with grace and humility, but quietly started exploring the market. She knew she was ready for the next step in her career, and without a viable near-term option at her current firm, she prepared to make her move.

Today, she is Chief Marketing Officer at a prestigious and profitable international law firm. She left her former firm on good terms and exemplifies the type of individual our clients retain us to recruit.

“Getting passed over for a promotion can feel like an impossible-to-overcome roadblock in your career path,” advises one Forbes contributor. “But by learning as much as you can from what went wrong and staying resilient, you can turn a negative into a positive that’ll help you land the next one.”

Sharlene Jenner has joined The American Heart Association as SVP, Digital Marketing. Ms. Jenner is an award-winning senior executive with more than 18 years of experience.

Learn more about Ms. Jenner here.

This search was conducted and completed by Amanda K. Brady and Jean Lenzner.

Tangela Richter has joined Geico as General Counsel. Ms. Richter is a creative, results-focused adviser with exceptional problem solving, client service and communication skills, adept at delivering sound legal and business advice.

Learn more about Ms. Richter here.

This search was conducted and completed by John Lamar and Sarah Mitchell.

Anne Radke has joined Milbank LLP as Director of Human Resources. Ms. Radke is a collaborative and strategic leader who adds value through creative, innovative, and process-driven solutions to workforce issues, including ethics and compliance matters.

Learn more about Ms. Radke and here.

This search was conducted and completed by Sarah Mitchell.

How is DEI Changing - Leaders discus DEI

Key Points:

How is DEI changing? Many companies are moving towards more subtle, “Quiet DEI” initiatives, continuing their commitment to diversity without explicitly labeling it as DEI.
There is a continued leadership commitment to DEI. Despite reduced public enthusiasm, many C-suite leaders remain dedicated to promoting DEI values within their organizations.
Evolving DEI Strategies include a focus on organically integrating diversity efforts into broader business practices to better capture everyday workplace cultures.

Peruse the headlines, and it seems the Diversity, Equity, and Inclusion (DEI) movement has moved on—at least for now.

The roster of companies distancing themselves from DEI hiring and practices is a Who’s Who of familiar names—Zoom, Home Depot, DoorDash, Tractor Supply, and Lyft. Social and cultural tastemakers Meta, Tesla, and X join the mix of major corporations that cut DEI teams by 50 percent or more in 2023.

It’s a far cry and a fast fall from the surge of DEI hiring and policies established in the wake of George Floyd’s 2020 death. Whether moved by altruism, public pressure, or even economic gains, American companies prioritized racial equality, building teams dedicated to diversity, equity, and inclusion.

Evolution of DEI Practices

The push for DEI rose to public consciousness in 2020, but its roots are embedded in the Civil Rights movements of the 1950s and 1960s. Affirmative action and equal employment legislation such as Title VII of the Civil Rights Act of 1964, the Equal Pay Act of 1963, and the Age Discrimination in Employment Act of 1967 were the foundation for DEI, setting the stage for future growth.

.Fast forward 65 years, and you can see how DEI is changing in practice in academia and corporations worldwide.

The Supreme Court’s 2023 decision overturning affirmative action in college admissions fueled the DEI pushback, creating a domino effect throughout academia.

Shifts in Diversity, Equity, and Inclusion Initiatives in Education

The Chronicle of Higher Education tracks how DEI is changing through legislation and found state legislators have introduced at least 65 anti-DEI bills since 2023. Florida, North Carolina, South Dakota, Tennessee, and Texas have passed legislation that prohibits colleges from having diversity, equity, and inclusion offices or staff and bans mandatory diversity training, among other things.

The decision also prompted executives nationwide to reexamine their diversity, equity, and inclusion programs, resulting in the disbanding of programs and internal DEI hires.

Adjustments in DEI Implementation in the Corporate Sector

Most recently, Tractor Supply Co., the largest rural lifestyle retailer in the U.S., took a public step back from its robust DEI policies, citing customer feedback as the reason for eliminating its carbon emissions goals and DEI programs.

With its highly respected board and management group and legacy of community engagement, the company made the decision out of respect for its customers, who include recreational farmers, ranchers, homeowners, gardeners, and pet enthusiasts.

In a press release on June 27, 2024, Tractor Supply Co. said, “We work hard to live up to our Mission and Values every day and represent the values of the communities and customers we serve. We have heard from customers that we have disappointed them. We have taken this feedback to heart.”

The company listed five key changes in the release, including “…eliminating DEI roles and retiring our current DEI goals while still ensuring a respectful environment” and “no longer submitting data to the Human Rights Campaign.”

Tractor Supply Co. isn’t alone in its DEI shift.

Changing Trends in DEI Approaches in Workplace Settings

Washington Post reporter Taylor Telford disclosed that Zoom’s chief operating officer Aparna Bawa told employees the company would replace its internal DEI team with DEI consultants who would “champion inclusion by embedding our values…directly into our people programs rather than as a separate initiative” according to a Jan. 29 memo.

Elon Musk, the billionaire owner of X, Tesla, and SpaceX, echoed the sentiments of billionaire investor Bill Ackman, who shared his thoughts about DEI on X, calling it “inherently a racist and illegal movement in its implementation even if it purports to work on behalf of the so-called oppressed.” 

Musk followed Ackman’s post with his own, saying, “DEI is just another word for racism. Shame on anyone who uses it. DEI, because it discriminates on the basis of race, gender, and many other factors, is not merely immoral, it is also illegal.”

Data from the job search site Indeed further supports how DEI is changing. There is a decline of dedicated DEI policies with a 23 percent decline in job postings with “DEI” in the title or description between November 2022 and November 2023.

The Pew Research Center data shows how the political fault lines reflect the country’s thoughts about DEI. The Pew survey found that 78% of Democratic and Democratic-leaning workers say focusing on DEI at work is a good thing, compared with 30% of Republican and Republican-leaning workers.

How Is DEI Changing or Expanding?

So that’s it, then? Is DEI done? After all, Musk said DEI is immoral, and data shows a reverse in hiring, so it must be true.

Well, not exactly.

Despite data and the change in hiring, many companies are pursuing Quiet DEI, reframing efforts without using acronyms.

A November 2023 survey conducted by Littler Mendelson P.C., the largest global law practice devoted to representing management in employment, employee benefits, and labor law matters, revealed that despite the gloom and doom of the headlines, the C-suite is still actively pursuing and expanding its diversity, equity, and inclusion strategies.

More than 300 C-suite executives, including Chief Executive Officers, Chief Legal Officers, and Chief Diversity Officers representing a diverse range of industries and company sizes, responded to the survey, which shed light on DEI’s future.

Highlights include the following:

More than half of U.S. executives say their organizations have expanded their diversity, equity, and inclusion strategies over the past year despite an increased backlash against broader diversity initiatives.
57% of C-suite executives in the U.S. said they had grown their diversity commitments over the past 12 months, even as 59% reported growing opposition to diversity programs in the U.S. following the U.S. Supreme Court’s decision to roll back affirmative-action college admissions policies in June 2023.
91% of C-suite leaders say the Supreme Court rulings have not lessened their prioritization of DEI.

“Most of the business leaders with whom I speak across the professional services and nonprofit sectors continue to support a broad definition of diversity, equity, and inclusion that rejects the echo chambers of old and capitalizes on how the differences make them stronger,” said Amanda K. Brady, Managing Director and Chief Client Officer, The Alexander Group.

Transition of DEI Programs Should Be Straightforward

There is room for improvement, or rather clarity of program execution. Thirty-five percent of the executives said their organizations need clear plans and goals relating to DEI initiatives.

The survey revealed the most popular initiatives tend to be straightforward and established. These include providing training and professional development opportunities to diverse employees and providing organization-wide DEI or “implicit bias” training and educational resources, which have already been implemented or are in the planning stages at 77% of organizations.

About three-quarters of executives (73%) also say their organizations already provide or plan to develop mentorship opportunities for diverse employees.

This data rings true for Jane Howze, Managing Director of The Alexander Group. She has experienced multiple shifts across the executive recruiting landscape throughout her career and says DEI hiring practices may currently look different, but they have taken root.

“Our firm has seen many trends over its 40-year history, and the pendulum always swings back. While there may be a pause in highlighting DEI initiatives, you must think about it in the long term, and we do,” Howze said.

How Diversity, Equity, and Inclusion are Evolving To Stay In Place

Growing DEI effectively is undoubtedly an evolving process. Caroline Wanga, President and CEO of Essence Ventures, Co-Founder of WangaWoman, and former Chief Culture, Diversity, and Inclusion Officer at Target, thinks it’s time for corporate DEI efforts to take a step back and ask critical questions.

These are Wanga’s five prompts for reframing the corporate DEI discussion:

1. Do your workplace policies give individuals permission to express themselves and ask for what they need?

For the amount of time I invested in being in all the right places for DEI, none of my numbers moved because I was there. My numbers moved when people saw me come to work with dreadlocks and finally started wearing their vacation braids to work.”

2. Do your mentorship programs pair employees based on their appearance or the deeper qualities they need to succeed?

Corporate America mentorship should be aligned to the needs of the person and the best person who can give them that. What they happen to look like should not be a factor in whether they’re a good mentor.”

3. Does your workplace offer space for employees to truly listen to each other?

We were teaching everybody how to come out and say stuff that makes people uncomfortable… What we forgot to do is teach people how to listen to it.”

4. Do your DEI programs foster personal accountability and action?

The next time you use the word ‘ ’instead of saying I need DEI to do this, or I’m worried that DEI is doing this, take out the word ‘ ’and put your name and see how you feel. Because if you’re not doing it, I don’t care about DEI.”

5. Are your DEI initiatives primarily for meeting business objectives or creating a more humane workplace?

DEI is not about ‘How many of this do you have? ’DEI is not about meeting goals. DEI is about teaching people how to get in touch with what they are good at.”

Bottom line in answer to “How is DEI changing in the future?”

DEI initiatives aren’t going anywhere.

“The firms I have spoken to indicated they are doubling down on their DEI initiatives,” said John Lamar, Managing Director of The Alexander Group. “Prioritizing diversity in their workforce, leadership, and client engagements will continue, as will efforts on creating an inclusive workplace culture.”

Transformations in DEI Strategies and Progression of DEI Efforts By Executive Leadership

The evolution of Diversity, Equity, and Inclusion (DEI) efforts highlights that while public enthusiasm for DEI may have declined, these initiatives are far from over. Many organizations are transitioning to a more discreet, “Quiet DEI” approach, showing continued individual leadership commitment despite broader corporate pullbacks. Leaders remain dedicated to organically embedding DEI principles into business practices, underscoring the importance of diversity as a long-term goal. As DEI strategies adapt, the focus shifts toward sustainable integration that reflects the fundamental values of leadership and employees.

Moving forward, consider how your organization can continue to prioritize diversity, equity, and inclusion in the evolving workplace landscape. Whether through quiet initiatives or more visible commitments, DEI should remain integral to leadership strategy. Connect with us to learn more about integrating DEI seamlessly into your business practices.

As one Chief Strategy Officer explained, “I am responsible for nothing and accountable for everything.” Because the CSO is a relatively new role, it has yet to develop a consensus definition. In a recent survey, Deloitte found that 37 percent of the CSOs they surveyed revealed that strategy has existed as a formal function for less than five years at their organization. Deloitte published a white paper describing six distinct roles of a CSO:

The Advisor, who translates the various perspectives of the organization’s senior leadership into a comprehensive corporate strategic plan.
The Sentinel, who monitors the market for changes that could impact their organization’s ability to remain competitive and have medium- and long-term scenario plans in place.
The Banker who addresses lapses in business development opportunities, drives Mergers & Acquisitions (M&A;) deals, licensing deals, and venture capital investments that support the strategic plan.
The Engineer who ensures that the organization’s various business units effectively execute the strategic plan.
The Chief of Staff, who is a liaison between the CEO, outside contractors, and consultants. They drive projects forward and communicate the strategy to internal stakeholders.
The Special Projects Leader, who evaluates adjacent markets and executes strategic objectives such as geographic expansion.

The Characteristics of a Successful CSO

The characteristics of a successful CSO are as varied as the role’s responsibilities. Ernst & Young surveyed numerous executives to understand what it takes to be a successful Chief Strategy Officer. Most importantly, a CSO needs to have a good relationship with their CEO. The two need to be on the same page as the organization’s overall strategy, and a CSO must challenge their CEO when their ideas do not align with the plan.

A CSO also needs to have a sound working knowledge of financial best practices to foster a good working relationship with their organization’s Chief Financial Officer. A well-developed strategy that does not have a financial foundation is ultimately an exercise in futility. A successful CSO must also be up-to-date with the latest advances in technology and collaborate with their Chief Information Officer to develop new ways to leverage technology to achieve their organization’s long-term goals.

In addition to developing and maintaining good working relationships with their fellow senior executives, an effective CSO needs their role clearly defined with a scope appropriate for their company’s size. A CSO needs to know what is and isn’t under their purview, which must also be communicated and agreed upon by the other members of the senior executive team. A consensus among the executive team will prevent any feelings of encroachment on their respective duties.

What is the career trajectory for someone in the chief strategy officer role?

Career Progression for the CSO

For many organizations, the strategy department is used as a way to identify top talent and to prepare young managers for long-term success. Concurrently, many Chief Strategy Officers are moved into Profit & Loss (P&L;) executive positions within the company, based on the knowledge they have gained by working closely with line leadership to develop strategies. According to a survey conducted by Boston Consulting Group, “although only 41 percent of CSOs sit on the executive committee or management board, they do tend to rise in the executive ranks, with 67 percent either becoming the head of a business unit or taking on another role on the executive committee.”

Deloitte’s 2020 survey of Chief Strategy Officers confirmed this natural progression. While 48 percent of CSOs surveyed said they wanted to ascend to the CEO role within five years, it is rare to be promoted directly to that position. The most well-known progression from CSO to CEO was PepsiCo’s former Chairman and CEO, Indra Nooyi, who previously served as the company’s Vice President of Strategy Development. After seven years in the role, she was promoted to Chief Financial Officer then Chief Executive Officer in 2006.

Some roadblocks for a CSO progressing to CEO are practical operational and P&L; management experience. Since the focus of the CSO role is long-term, success or failure in the role cannot be determined for many years. For these reasons, many strategy professionals move on to become line executives.

As the world works to move on from a pandemic that rocked the global economy, organizations must adapt to an ever-changing global marketplace, and the role of chief strategists has become more critical with each new challenge. The Chief Strategy Officer’s job is to predict what other challenges lay just over the horizon and how to best position their organization to remain competitive and achieve long-term success.