Category: Intelligence

Finding the best leader for your organization—whether a high-growth startup or established industry leader—can be a daunting enough venture, even under the most optimal conditions. While there are several ways for a Board or senior hiring executive to throw a monkey wrench into the search process unintentionally, here are seven of the most common mistakes we frequently counsel clients to avoid:

1. Going Along to Get Along

Trying to achieve absolute, universal consensus can be counterproductive and disastrous—resulting in stellar candidates needlessly overlooked and opportunity wasted. Especially in geographically dispersed leadership environments or corporations with highly differentiated business units, it is nearly impossible to develop a 100 percent complete consensus on a successful candidate. Eliminating a candidate because only 22 out of 24 stakeholders agree they would be an A+ contributor is a foolhardy move.

2. One Size Fits All (also known as “Past Performance Does Not Guarantee Future Results”)

Just because an executive looks excellent on paper, has been successful in the exact markets you are looking to enter, or has led through the same growth trajectory you are looking to achieve, if they are not a fit culturally and does not have chemistry with the rest of the team, the individual will not be tenable over the long term—and can seriously derail a successful organization. Unless the Board is looking to clean house, they can be sure that bringing in a CEO who seems perfect in the abstract but doesn’t “click” with management means there will soon follow a voluntary or involuntarily rebuilding of the leadership team.

3. Dragging Your Feet

Every search encounters unforeseen impediments that stretch schedules and extend timeframes, and all executives constantly manage competing priorities. However, in virtually every search process, time—and specifically, lost time—works against you. Allowing unnecessary delays to occur is committing an unforced error. Beyond the risk of losing a top-tier candidate due to a perceived lack of client interest or enthusiasm (or disruption of the natural rhythm of the search), if you believe Candidate X is a superstar, then more than likely, so does another company—one that may snatch them up by moving faster.

4. The 100,000 Mile Club

Your company is based in Los Angeles; your Chief Operating Officer candidate is based in Boston. Structure on-site interviews so that you maximize time, both yours and the candidate’s. Remember, beyond interviewing with you, they (usually) have a day job, too! Requiring candidates to return for three or more rounds with the exact same interviewers shows disrespect for the candidates’ time and can indicate analysis paralysis, that your organization is incapable of efficient decision-making.

5. “I’ll Know It When I See It”

As the visionary and senior leader, if you aren’t able to clearly articulate the ideal attributes, success factors, and profile for the superstar executive you are searching for, how will your team—including your search firm partners—know what to focus on in assessment and during the exploratory process? Or how can your vision be successfully communicated to potential candidates? It is always worth investing the time upfront to develop a clear understanding, in as much detail as possible, of the personal characteristics, experience, abilities, and organizational value-add the ideal candidate will embody – rather than the scattershot approach of “seeing what sticks.”

6. Hire in Haste; Repent at Your Leisure

Two years ago, we interviewed leading chief information officers across the country concerning hiring practices and asked each to describe their biggest hiring mistake. Almost everyone said it was when they were rolling out an enormous project and felt tremendous pressure to hire someone to manage it in a compressed timeframe. They hired quickly—settling for a “B” player or a less-than-ideal candidate—and paid the price. In some instances, the person departed on their own accord; in others, the person was terminated, but in any case, whatever time gains were realized in making a quick, incorrect hire were negated by the need to begin the hiring process again.

7. My Way or the Highway

One highly respected senior executive we know has an unbreakable rule: if a candidate is even one minute late to an interview, they are immediately disqualified. His view is that if the candidate values the job, they will ensure that they arrive with plenty of time to account for any delays. However, as critical stakeholders in their respective organizations, senior executives occasionally have last-minute conflicts that they can’t neglect. If a CFO is delayed by 10 minutes because the CEO called a last-minute meeting, it is incredibly shortsighted to disqualify them based on an intractable rule. The business world is too fast-moving and unpredictable to deal exclusively with universal absolutes.

Bringing top-tier talent to an organization is difficult enough for the best hiring executives. You can ensure the process is as efficient and successful as possible by eliminating needless obstacles and self-inflicted injuries.

While stepping into a new role with a new organization is exciting, it can also be challenging and stressful as you navigate uncharted territory. The days of long honeymoon periods are gone, so read on for some suggestions to help you springboard into your new job.

1. Get a running start

Before showing up for the first day of work, be ready to hit the ground running. Do as much “pre-work” as you can. Research the competitive landscape and know how your products/services differ from the competition. Know the immediate goals for the business, the role, and the challenges you may face, if possible. Ask to have forwarded to you priority documents to review. Know the members of your team, who you will be reporting to, and anything else that will help prepare you.

2. Build and maintain long-lasting relationships every day

You can only develop sustainable rapport or credibility with people from behind a desk. Put on your PR hat every day with sincerity, and never take any relationship for granted. Meet with all the stakeholders who have a vested interest in your role early on. If you are the CEO, have individual time with board members and your staff. Invite colleagues for lunch or coffee. If you are in a corporate role, visit the field regularly. If you are in a business unit, find reasons to interface in person with corporate colleagues via leadership councils, project teams, etc. If you are in sales, get in front of the customer often, and keep them from telling them how good you are; show them! No matter our role, we all have internal, external, or both customers. The customer’s perception is reality, and they will find a way to work together if they like and respect you.

3. Ask questions and LISTEN

You’re not learning anything when you’re talking. Embrace the knowledge that can be gained from colleagues at all levels across all functions. Be humble, ask for help, and acknowledge how you value their experience and opinions. Solicit candid feedback. Be a team player and benefit from all the resources available. Solo performers have a limited range!

4. Quickly assess your team

How does the company operate? Is it a transparent, collaborative environment? Do they visit each other in person, for example, over lunch in the cafeteria or the hallways, or does everyone eat at their desks and communicate via email? How involved is the Board? What is your boss’s management style? What is the dynamic of your team? How do different functions view each other? How open are they to change? What company events are important to attend?

5. Identify quick wins

Who do you need to impress? What short-term things can you do once you have figured that out? What can you do quickly to impress your team, the person you report to, and, if different, the person who hired you?

6. Think before you respond

Create a 90-day plan and deliver. As we all know, proper planning helps prevent poor performance. Identify the priorities and set goals to achieve business objectives. Do what you say you are going to do, when you said you would do it, and how you said you would do it.

7. Embrace change

Don’t just talk about it, do it! Any person or function without innovation and productivity is a liability.

8. Embrace the culture

You were hired because the Board or hiring committee believed you have the right skills and experience and are an excellent fit for the corporate culture. Embrace that culture. Identify the most successful people in the organization and note how they interact with their teams and colleagues. Observe the ebb and flow of the workday and absorb the unspoken rules of the company.

9. Get involved

Sign up for a company event or team and volunteer to take on a leadership role as appropriate. Learn and be proud of the company’s products and services. Strive to make your company number one in its field. Join the company’s Facebook fan page and LinkedIn page and read its blog.

10. Believe in yourself!

If you don’t, who will? You can’t fool the audience. Take a deep breath, show your confidence, and let everybody around you know that this will work out!

This article was originally published on January 11, 2011, and updated on November 14, 2018.

This blog was originally written and published in 2020.

During the pandemic, The Alexander Group has spoken to and, in some cases, advised clients who were adjusting to the new normal: working from home, vaccination policies, and creating procedures for returning to the office in some form. As mental health became more openly discussed as a retention and talent acquisition tool, we wanted to learn more.

We spoke to clients across the globe and conducted in-depth interviews with human resource executives from the energy, legal, and not-for-profit sectors. Each one we spoke to highlighted the current mental health issues that their employees are dealing with and the expected “great resignation” as things return to normal. Employers address their mental health challenges when returning to work.

The world is quite different now from 18 months ago. Nowhere is this more evident than in the working world, as companies deal with employees reluctant to return to the office, wanting to work partially or wholly from home, and facing many vaccination/COVID challenges. Employees are focused on health risks for their families, uncertain workplace conditions, isolation, changing relationship dynamics caused by working from home, and fear of job loss.

The CDC’s recent Household Pulse Survey showed that from April 2020 to June 2021, 23.5% of US adults had symptoms of anxiety and depressive disorders, which is twice the result of a similar study conducted in 2019. We are in a mental health crisis.

As a result, employees are resigning at record levels, many citing stress, depression, and burnout. Employers are listening and are developing mental wellness programs to reduce turnover and serve as a talent acquisition tool. It is routine for potential recruits to inquire about a company’s programs and commitment to mental wellness.

Here are some strategies that many of the employers whom we interviewed are adopting:

1. Candid Conversations about Mental Wellness

Employers acknowledge the mental health crisis and are encouraging an open dialog about depression, burnout, and anxiety. It is more than talk. Executives are openly discussing stress, anxiety, and wellness with employees in a more intimate and personal manner. Managers are being trained to identify symptoms of emotional distress among their team members and to offer counsel on stress management and resilience.

2. Flexible Work Schedules

Employers must adapt to changing work patterns to compete for and retain talent successfully. Some organizations have moved to a 100 % virtual office, while others are transitioning to a hybrid model with limited days in the office or flexible working hours. Flexibility within the constraints of the position is key. Organizations refusing to provide flexibility for employees are experiencing a much higher turnover.

3. Encourage PTO and Participation in Mental Wellness Programs

Employers who offer competitive salaries and comprehensive benefits are finding that there may need to be more to attract and retain talent. Employers cite motivating employees to participate in their mental health and PTO plans as critical to employee productivity and well-being. Employers must advocate and encourage employees to plan for and take personal time off. At one time, it was part of many industries’ cultures to encourage and reward working long hours—nights and weekends—and some still do. However, employers who emphasize work-life balance as essential to mental health and well-being are gaining an advantage over competitors that don’t.

4. Offer Career Development Plans

Employees’ uncertainty about their career paths, opportunities, and expectations is a significant cause of workplace stress and burnout. This stress is exacerbated by employees working remotely because they need more face-to-face time with managers and mentors. Employers are responding by offering career development plans tailored to individual employees with engaging and innovative tools.

Companies should adopt a short- and long-term career development program, understanding that it must be tweaked. The plan should involve executive leadership, Human Resources, and staff and be aligned with the company’s business goals and culture. Employers should identify gaps in learning and implement cross-training where possible. This shows that an organization invests in its people and allows employees to engage with team members from different areas. Many of our clients utilize technology in a way (think fun side contests and bells and whistles) that makes the training enjoyable and entertaining.

5. Tools and Resources for Employees

The following programs have been beneficial in reducing employee stress and promoting retention:

• A mindfulness program in which a coach virtually provides weekly mindfulness exercises;
• A caregiver alliance program that provides support to parents through programming, coaching, and resources;
• Monthly talks from industry consultants to address wellness topics, including healthy eating, nutrition, and coping skills to relieve stress and anxiety;
• Mentorship programs that connect employees;
• An intranet that allows employees with similar hobbies and interests to connect;
• Resources for childcare;
• The Calm app and other meditation and relaxation applications;
• Regular Town Halls to keep employees up to date and allow them to address their concerns;
• Small, informal group coffee chats with executives.

6. Cultivating Community and Employee Engagement

Employees feel better and are more productive when they are part of a workplace community. A culture of respect and care for one another is a powerful antidote for burnout, isolation, and anxiety.

The following are programs that some companies are utilizing to support their workplace communities:

• Virtual games like scavenger hunts;
• Watch parties for the Oscars, sporting events;
• Yammer – A social networking service for businesses;
• Virtual talent shows;
• Peer-to-peer discussions;
• Peer-to-peer pods for parenting, those with aging parents, and specific challenges;
• Intranet book clubs and social events;
• Wellness Wednesdays – Each week, there is a different discussion on mental health. (Partnered with Psych Hub);
• Virtual workout groups;
• Mr. Rogers Calls – match people up with coworkers they wouldn’t usually communicate with within the organization and
• “Coffee Shop” on Zoom.

This blog was originally published in December 20222.

Should old acquaintances be forgotten, something tells me we will still remember these experiences seared into our memories. Even the most talented, exquisitely qualified, and industry-leading executives—who appear perfect on paper or over the phone—can still surprise us when we move forward and meet with them for our in-depth interviews…2022 was indeed one for the books as candidates continued to do the darndest things.

We’ve honed our multitasking skills with the shift to hybrid/remote work and the increasing overlap of personal and professional space (juggling videoconferences at home with attention-craving pets, rambunctious kids, and other distractions). But while I was, to some degree, impressed by the heroic multitasking one candidate displayed while videoconferencing with me from his corporate office – answering a dozen emails, waving away a series of people off-screen, and delivering a stream-of-consciousness narrative, all while he was a muted participant on a second, work-related, conference call – I wasn’t surprised that he was unable to remember the name of our client’s firm, and kept calling me Dave.

Speaking of attention-craving pets, we’ve all experienced Zoom calls where the beloved cat can’t resist climbing on someone’s shoulder or the family dog keeps jumping on someone’s lap. While many of my colleagues are passionate pet people, they learned long ago to store their work attire in a spot inaccessible to their canine and feline friends. Unlike the Chief Financial Officer candidate I met with, who spent five minutes of our video call attacking the pet hair on his shirt with a lint roller.

Returning to the (multi)task at hand, not everyone responded to the stresses of the recent years by doubling down on their productivity and efficiency 24×7. Countless articles were written about “Happier Hour Has Gotten Earlier During Lockdown” and “Why Cocktail Hour is Back.” My colleague’s Chief Operating Officer candidate had that in mind when he interviewed with her at the café of a downtown hotel, and immediately after arriving, ordered a beer at 11:00 am on a Tuesday.

Of course, there’s more than one way to start an interview incorrectly. I disagree with “You won’t believe what a train wreck this place is” or “I don’t know what I was thinking when I agreed to join this firm.” Something tells me you gave it about as much thought as how it comes across as trashing your current firm within the first minute of our meeting!

That said, we value and ask for complete honesty and directness. Being honest about personal commitments is expected and appreciated and can save everyone significant time. For example, when one candidate responded via email to my colleague’s initial outreach: “I’ve just purchased a classic car that requires a considerable amount of restoration, and my work and family responsibilities, my bandwidth is virtually non-existent. I don’t have time to put myself through an extended selection process. One or two interviews are OK, but I won’t do more than that. If that’s a problem, I will respectfully forgo this opportunity.” Unsurprisingly, we agreed!

And one last note regarding email: Remember to disable out-of-office replies promptly after getting back in the saddle for those who use them. Nothing shouts “eye on the ball” more than receiving “I am currently out of the office and will be returning on Monday, October 17th.” when it’s already Wednesday, November 2nd.

All the best for 2023, and we’ll see what memories this year has in store…

Email etiquette for business travelers is more than just a courtesy—it’s a leadership skill. Whether managing emails between flights or responding to urgent requests on the go, how you communicate reflects professionalism, adaptability, and emotional intelligence. Clear, concise messaging helps maintain efficiency, avoid misunderstandings, and foster stronger business relationships. 

These traits are essential for executives navigating today’s fast-paced, interconnected world. Mastering email etiquette while traveling ensures you stay productive and professional, no matter where work takes you.

Why Travel Email Etiquette is Important

As the quantity and quality of our options for virtual meetings surpass Jetsons-level expectations, in-person meetings and work travel would decline. According to Reuters, global business travel spending increased by 30% from the previous year, reaching $1.34 trillion. This was still about 7% below pre-pandemic levels. 

Similarly, the World Travel & Tourism Council (WTTC) projects that global business travel spending will reach $1.5 trillion in 2024, exceeding pre-pandemic levels by 6.2%. The Global Business Travel Association (GBTA) forecasts that travel spending will reach $1.48 trillion by the end of 2024, surpassing the pre-pandemic record of $1.43 trillion. GBTA projects that global business travel spending will exceed $2 trillion by 2028, indicating a robust path ahead for the sector.

That’s a lot of time clocked at the airport lounge for many executives and hastily pecked-out emails sent while shuffling like cattle through security and dealing with flight delays. Much has been written on professional email etiquette. Still, anyone who travels frequently knows that emailing can reach new heights of aggravation and inefficiency when specific, minor considerations aren’t taken before pressing send. Whether navigating business travel email etiquette or communicating with a traveling colleague, bear these simple yet effective tips in mind.

For today’s executives, mastering professional email etiquette is vital. This is especially true when dealing with business travel email etiquette, as communication challenges often arise. These email tips for business travelers can help you stay productive and professional, no matter the destination.

Tips on Email Etiquette for Business Travelers

There are tips for travelers, and for those messaging travelers.

When you are the one on the road

1. Set Expectations. 

If appropriate, give the person you are emailing/responding to a heads up that you are traveling and for how long, and thus might be slower than usual to respond. It will help them tailor their communication with you, understand time zone differences, and adjust expectations.

Leaders who set clear expectations demonstrate the foresight and transparency valued by their teams. The Alexander Group looks for these traits when identifying executives for high-stakes roles.

2. Stick to the subject. 

Often, we are emailing with the same colleague or client on separate projects or topics, with two separate email subjects and strings, such as “Water Buffalo Account Issues” and “Re: Bob Loblaw’s trip to Borneo next Tuesday.” When pressed for time, switching to a question about Mr. Loblaw in the Water Buffalo string can be tempting because it is the easiest to access from your phone, or vice versa.

This one is tough to stick to if you are pressed for time running to catch a flight. Still, it can be problematic and more time-consuming in the long run because 1) your recipient might not realize you have switched subjects and have to ask clarifying questions, taking up more of your already limited time, and 2) when you need to see the email string on the Water Buffalo account in a week or a month or a year, you won’t be happy when you can’t find the conclusion to the conversation because it is hiding in the long since deleted Bob Loblaw string.

3. It’s an email, not a text. 

Avoid extreme shorthand and texting vocabulary, especially when texting with a client or someone with whom you are not incredibly familiar. It lacks professionalism, can be construed as brusque, and leads to miscommunication. The best advice is to picture the content of your email on your company’s letterhead. If it doesn’t pass muster there, don’t send it as an email.

This level of professionalism mirrors the standards we uphold when assessing candidates for executive positions, ensuring our clients are represented by leaders who communicate with clarity and respect.

4. Beware autocorrect. 

We’ve all experienced the unfortunate autocorrect malfunction, ranging from innocently amusing to embarrassing. Consider turning off autocorrect in your phone’s settings while traveling. This way, you are less likely to catch that embarrassing verbiage before pressing send, especially if you suddenly find yourself at the front of the security line and need to send your phone through the X-ray.

When emailing someone on the road

1. Avoid the paperclip. 

Unless necessary, only send attachments (and no large files) to someone on the road who is unlikely to be in front of a laptop before they finally return to their hotel room. Consider copying and pasting the pertinent information directly into the email so your recipient can easily find it without too much clicking and loading in spotty reception areas.

2. Snoop the calendar. 

If you are emailing a colleague whose schedule you can access, look at it before sending anything that needs immediate attention or bad news. If you see that they are catching a flight that leaves at 2:55 pm EST and you need something reviewed or approved, don’t send it at 2:45 pm EST, expecting that they will be able to answer your question thoughtfully. You’ll likely catch them right as the flight attendant comes by to ensure their cell phone is in airplane mode for take-off. Think ahead, send it well before, or wait until they are wrapped up.

Attention to such details reflects the ability to anticipate and plan—a hallmark of successful executives and one of the leadership qualities The Alexander Group prioritizes during candidate evaluations.

3. Short and sweet.

Brevity is always best in email communication, particularly when emailing someone on the road. More likely than not, they will read their emails in short bursts in the car service to the airport or between meetings on their phone. Don’t make your email recipient sift through 100 words when ten would have sufficed.

4. Subject.

It’s always best to have a clear, concise, and on-point subject line, which is particularly important when getting a road warrior’s attention. A subject line reading “Question” isn’t as likely to be opened as quickly as “Tambourine Presentation Question. ” Having a clear subject line makes it easier for someone on the road to find an email soon once they’ve got a quiet moment to respond.

5. Show mercy with the cc. 

No one likes getting stuck on an email string as a cc: recipient with little to no relevance to them, and that goes quadruple for someone on the road who has emails stacking up at a breakneck pace. Before you hit “reply all,” think first about whether or not everyone needs to see the rest of the conversation and consider showing extra mercy to your colleagues on the road.

6. The curse of the red exclamation point. 

That red exclamation point (for those who use Outlook) was designed to alert the recipient that an email is, in fact, urgent. We all have that colleague who makes liberal use of this feature, who believes that everything from a bomb in the building to a birthday cake in the conference room is worthy of high alert. Don’t be that guy. Save your road warrior colleague from the frustration of first opening that email with the red exclamation point, only to find out that what YOU consider urgent could have easily waited.

Misusing urgency signals can undermine credibility and trust, which are essential for leaders. The Alexander Group evaluates these subtle yet impactful traits to ensure our clients find executives who inspire team confidence.

Much of this advice transcends email etiquette, reflecting how leaders approach communication challenges. Clear subject lines, concise messaging, and empathy for the recipient are all markers of a thoughtful communicator. The Alexander Group seeks these qualities when identifying top talent for leadership roles. Effective communication is not just a tool but a fundamental trait of executives who drive organizational success.

Let’s All Email a Little Nicer

Fostering better communication can strengthen leaders’ relationships with their teams and clients—even from 30,000 feet in the air. At The Alexander Group, we specialize in identifying executives who excel in these vital leadership areas, helping organizations thrive in today’s dynamic business landscape.Are you looking for leaders who excel in communication and professionalism? Contact The Alexander Group to learn how we can help you find the perfect fit for your executive team.

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.

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.

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.