Intelligence Archives - The Alexander Group

We continue to highlight the speakers and topics that resonated with Managing Director Jane Howze at the Milken Institute Global Conference. Famous faces and relevant topics such as aging and health, the importance of an investor knowing the team behind a business, and AI’s impact on the music industry are among the panel discussions Howze attended at the conference.

Breakthroughs Reshaping Aging and Longevity

Scientific and technological advances are transforming our understanding of health, aging, and human biology in ways unthinkable just a decade ago. Regeneration, rejuvenation, peptides, reprogramming, and AI-enabled precision health now shape the longevity narrative, championed by voices ranging from fringe biohackers to wellness influencers to world-class physicians and scientists. Yet, this expansion of approaches, claims, and products has made it difficult for markets and consumers to discern what is ready for broad application from what is still emerging. New speculative interventions can also take the focus away from those proven to extend healthy life. As capital flows into the longevity space, how can markets distinguish promise from hype and translate credible science into investable, scalable solutions—while also clarifying what individuals can safely apply today?

American Medical Association’s CEO John Whyte, MD, MPH, put it plainly: the U.S. medical system is built to treat illness, not prevent it. Doctors are paid when patients are sick.

By the Numbers

85% of hospital visits are age-related

24% of Medicare goes to kidney disease

16% Alzheimer’s risk reduction possible with lifestyle changes

Panelists pointed to a growing movement toward whole-body medicine: approaches that examine the interconnected systems driving chronic disease rather than chasing individual symptoms.

“To date, there is not one drug approved for longevity. We are treating everything around aging — but not aging itself.”

Alzheimer’s: A Case Study in What’s Possible

A new clinical trial was highlighted as a signal of what prevention-focused medicine can achieve. Participants can now access free risk assessments for Alzheimer’s. Data shows lifestyle interventions alone can reduce risk by 16 percent. Panelists also pointed to an emerging diagnostic: a brain cholesterol test, still in development, that could function like a standard lipid panel but for neurological health — and could be available for under $150.

The challenge, panelists acknowledged, is the pipeline. Decade-long clinical trials are incompatible with the pace at which longevity science is advancing. Rethinking trial design may be as urgent as the research itself.

The Behavior Change Imperative

The panel’s most actionable message was also its most fundamental: the biggest levers for longevity aren’t pharmaceutical. They’re behavioral.

Exercise.

Consistent sleep.

Targeted supplementation, including B-complex vitamins. And regular lab work to catch problems before they become diagnosed.

Backing What’s Next: A Conversation with Serena Williams

With 23 Grand Slam titles and four Olympic gold medals behind her, Serena Williams channeled her competitive edge into venture capital, founding Serena Ventures.

Williams came to venture capital the way most great investors do — not through a credential, but through curiosity. She started as an angel investor, writing early checks and learning the business from the inside out.

That practice took years to build. Before taking on institutional capital as a general partner, Williams spent significant time cultivating relationships which meant getting to know other investors, understanding how they thought, and building access to the kind of deal flow that only comes from trust. “VC is a game of who you know,” she noted. The work of becoming a great investor, she made clear, happens long before a term sheet is ever signed.

Williams doesn’t wait for opportunities to come to her, instead she studies markets, seeking out leaders building in spaces she believes in, taking the time to understand the human being behind the business.

She looks for founders with staying power, who possess the ability to navigate the inevitable hard stretches of building a company, hold a team together, and make sound decisions under pressure.

Scaling the Global Music Economy

From streaming milestones to expanding global audiences, the music industry is a dynamic, interconnected business. The music business has always been shaped by technology, but the panelists at this year’s Milken Institute Global Conference made clear that the current inflection point feels different. Data now drives nearly every decision, from A&R to release strategy. And yet, as one panelist put it, no algorithm has figured out how to manufacture a chill down your spine.

“Data is essential, but it doesn’t replace goosebumps” was the prevailing sentiment in the room. The ability to move a listener — really move them — remains the irreducible currency of the art form, even as spreadsheets increasingly inform which artists get signed, which tracks get pushed, and which markets get prioritized.

Wyclef Jean drew perhaps the sharpest line of the discussion. His declaration — “before there was AI, there was I” — cut to the heart of what’s at stake for artists watching machine-generated music edge into the mainstream. The implicit challenge: if listeners found out their favorite song was written by an AI, would it hit the same way?

Teddy Swims offered a more pragmatic view. For him, AI isn’t a threat. It’s a tool he uses to assist in his creative process. The time he saves using AI allows him to dedicated more time to touring and interacting with fans.

The National Alopecia Areata Foundation (NAAF) serves the community of people affected by an autoimmune skin disease called alopecia areata that results in hair loss and emotional, psychological distress.

Alopecia areata causes hair loss on the scalp, face, and sometimes on other areas of the body, affecting as many as 6.8 million people in the U.S., with a lifetime risk of 2.1%. The types of hair loss can be patchy (alopecia areata), complete loss of hair on the scalp (alopecia totalis), or, in extreme cases, the entire body (alopecia universalis). NAAF is a 501(c)(3) nonprofit organization founded in 1981.

NAAF’s work with and for the community of people affected by alopecia areata – including the family, friends, medical professionals, research scientists, biopharmaceutical developers, and government representatives who care about them – is informed by a Vision that articulates organizational aspirations and five Core Values that guide their work to carry out NAAF’s Mission.

Vision: An empowered community with a choice to embrace or live free from alopecia.

Mission: NAAF drives research to find a cure or acceptable treatment for alopecia areata, supports those impacted, and educates the public about the disease. Values – Helping the alopecia community lead their lives with GRACE.

Growth: Create and nurture positive change for the future of our community

Resilience: Enhance the ability to mentally and emotionally cope with adversity

Advocacy: Wield influence to create awareness and affect real change

Compassion: Listen to understand and demonstrate care through meaningful support

Empowerment: Build strength and confidence through connections, tools and resources

Governance: NAAF is governed by a volunteer Board of Directors, with advice from Research Advisory Councils and leading Key Opinion Leaders.

NAAF consistently meets or exceeds the rigorous standards of excellence for good governance and transparency set forth by the National Health Council, the Better Business Bureau Wise Giving Alliance, and Candid. Programs –NAAF staff members serve constituents in three primary program areas: patient and community support, awareness & advocacy, and research to find treatments or cures.

Staff Team Culture Statement

The NAAF staff is a community-centered team that values integrity and respect in all our interactions. We actively collaborate to leverage our diverse strengths and perspectives. We have high aspirations for ourselves, our team and our community. We are bold and resourceful, approaching challenges with courage. We care deeply about our work and the people we serve. Our remote workplace thrives through accountability and responsiveness. We are committed to learning, to being proactive, and to remaining nimble so we can adapt quickly to changing circumstances and new opportunities. Our commitment to this team culture empowers our success and brings joy and meaning to the work we accomplish on behalf of our community.

The Position: President & Chief Executive Officer (Remote)

The President & CEO has full responsibility and accountability for NAAF’s success. This executive will provide leadership, working in partnership with the Board of Directors, to formulate and pursue the Vision and Mission of NAAF, as expressed through annual and strategic plans. They will provide overall direction of internal and external policy and program development and oversee all NAAF operations.

The President & CEO will serve as the chief spokesperson for NAAF and primary liaison with outside stakeholders. This executive will also be responsible for developing key revenue streams to support approved programs, in partnership with NAAF’s growing development team. The President & CEO holds office at the pleasure of the Board of Directors. This executive will have the power to designate, appoint, or remove agents or employees of NAAF.

Specifically, they will:

• Lead NAAF with a clear vision, mission, values, strategies, and goals. Serve as the “face” of the organization and the main advocate for patients with alopecia areata, community members, and key industry stakeholders.

• Lead development of NAAF’s 3-Year Strategic Plan in collaboration with the Board of Directors, Executive Team, and with significant input from the medical, scientific, and NAAF community at large. Ensure execution of each plan to achieve agreed-upon outcomes and metrics.

• Develop growth strategies for NAAF at the national level; in partnership with the Board, determine NAAF’s role internationally, as the largest alopecia areata patient advocacy organization in the world.

• Take primary responsibility for setting strategy around fundraising and new revenue streams, in conjunction with the Chief Growth Officer (CGO). Directly responsible for fostering relationships with large donors, industry partners, and major corporations.

• Provide visionary leadership and collaboration for NAAF’s growing development programs, including growing the Walk for Alopecia into a multi-million-dollar annual event and increasing the number of donors making higher dollar gifts to NAAF.

• Provide visionary leadership and collaboration with NAAF’s Chief Mission Officer (CMO) to set strategy around research and development, in conjunction with the NAAF’s medical and scientific Key Opinion Leaders (KOLs), industry partners, and pharmaceutical companies to ensure that safer, more affordable, accessible and acceptable treatments continue to be available in the near future.

• Participate as an alopecia areata KOL at various meetings, forums, panels, and webinars, largely in partnership with pharmaceutical companies and medical groups.

• Travel and represent NAAF at various medical-related meetings, e.g., NHC, AAD, EADV, as appropriate and in conjunction with appropriate staff.

• Lead an Executive Team made up of a Chief Operating Officer (COO), CGO, and CMO, overseeing the strategy and execution of each functional area of the organization. Oversee and approve all hires; mentor, motivate, coach, develop, and inspire all staff. Provide positive leadership, direction, and guidance. Create and nurture an environment of diversity, inclusion, and belonging where all staff feel like they are appreciated, valued, and inspired to be the best versions of themselves, perform at a high level, and realize their full potential. Embrace and embody the values reflected in the Staff Team Culture Statement (below).

• Provide strategic direction on awareness, advocacy programs, and invest in growing NAAF’s new advocacy structure and achieving key advocacy metrics.

• Responsible for the overall operation of NAAF, including implementing policies and practices to strengthen the internal organization of NAAF. Ensure compliance with all NAAF’s established policies and procedures.

• Accountable for financial results, compliance, and overall financial management with oversight from NAAF’s Finance Committee, Chair, Finance Committee, and Board of Directors. Develop and monitor the annual budget and routinely report to the Board and Finance Committee regarding the state of NAAF’s finances, operations, and programs.

• In conjunction with the COO, prepare all materials for the Board of Directors. In conjunction with the CMO and CGO, prepare for and participate in Research Advisory Council meetings, Industry Partner Program (IPP), and research-related meetings, assisting the Mission team as needed and required.

• Partner with Board Chair and Executive Committee on Board Development to increase and empower the Board’s role in governance, networking, and revenue generation.

• Provide strategic direction, planning, and oversight of the annual NAAF Conference, including input on key presenters and sponsors and other related matters with the CMO and COO.

• Execute such other general responsibilities as may be delegated by the Board, Finance, Governance, and Audit Committees.

• Regular travel is to be expected: attendance at events, meeting with donors, presentation & speaking engagements, etc.

The new Chief Executive Officer will ideally have 15+ years of experience in health-related association management or related activities. They will be an inspirational and strategic leader with expertise in negotiating, consensus-building, and problem-solving.

This executive will have excellent analytical, communications, and interpersonal skills and established writing and public speaking ability. The new CEO will be highly motivated and creative, with a solid work ethic, sound judgment, and ability to handle pressure well. Persistence, persuasiveness, and perseverance are essential. A good sense of humor is a plus.

They will have an open, collaborative, and “roll-up-the-sleeves” management style that focuses on developing, engaging, and empowering colleagues and the broader NAAF community. This executive will also possess well-developed leadership, communications, teambuilding, and influencing skills; unquestioned integrity; and the experience, confidence, and stature to effectively lead an organization.

Other qualifications include:

• CEO or “ready now CEO” of similar sized or larger non-profit organization. Track record of effectively leading through growth and change.

• Successful track record in creating and implementing successful fundraising strategies, including ownership of individual solicitations, grants, sponsorships, and contracts, and ideally, strong familiarity with growing successful peer-to-peer programs.

• Strong track record leading, motivating, and engaging a team where all staff feel appreciated, valued, engaged, and are operating at their very best.

• Experience working on public policy initiatives with national health-related organizations.

• Experience effectively interfacing with, and deriving strategic and program objectives from researchers, physicians, and professionals with technical expertise.

• Track record of successfully interfacing with a diverse volunteer Board of Directors.

• Strong experience and knowledge of the US healthcare industry, including profit and not-for[1]profit organizations.

• Willingness and ability to travel (primarily nationally) as necessary to develop relationships with corporate, pharma, and health industry leaders, the NAAF staff, and the larger alopecia areata community.

• Comfortable with Microsoft office suite and familiarity with utilizing CRM programs such as Salesforce.

• An undergraduate degree is required; an advanced degree such as an MBA, MS or related graduate degree is preferred.

Since our founding in 1984, our firm has conducted dozens of COO searches for the nation’s leading law firms. Over that time, one truth has become clear: the search doesn’t end when the candidate accepts the position. Running a large law firm today is complex. The modern COO must lead international management teams, safeguard client data, ensure operational resiliency, and navigate a dynamic regulatory and political landscape.

When a law firm hires a new COO, the first 100 days are critical to establishing credibility, building trust, and laying the foundation for long-term success. We asked four sitting COOs at Am Law 100 firms to share advice for law firm chairs and managing partners on how to set a new COO up for success. All these COOs were highly complimentary of their chairs for a smooth introduction and orientation to their firms.

Their collective wisdom can be distilled into six key actions.

Signal Visible Support from Day One

Every COO we spoke with emphasized how important it is that chair and firm leadership visibly endorse the new hire—both publicly and privately.

Dave Boden, COO of Haynes Boone, described how his chairman’s strong support gave him immediate credibility among partners and allowed him to do his job effectively. Boden suggests that a chairman’s support should show up in firmwide announcements, an introduction at partners’ meetings, and ideally a personal message (video or in person) reinforcing the COO’s qualifications and the chair’s confidence.

Create a Structured, Thoughtful Orientation

Don’t leave onboarding to chance.

Victor Nuñez of Cooley described a multi-week orientation program that included office visits, participation in board meetings, and scheduled introductions to key partners and business professionals. That blueprint was developed jointly by HR and senior leadership to make sure no relationship was overlooked. Whether formalized or not, the early months should map out key meetings, topical briefings, and office visits.

Facilitate Relationship-Building Across the Firm

Speed matters in establishing trust.

Brian Gross of Morrison & Foerster emphasized that his earlier interviews across the firm gave him insight into the partnership’s mindset even before day one. For firms that ran a leaner search, replicate that exposure after the hire: identify the 20–30 partners whose support is critical and make sure the COO meets them early, ideally in person. As part of that, the chair can accompany the COO on initial office visits or roadshows to accelerate buy-in. It is equally important for a new COO to meet not only their direct reports, but also the team underneath their direct reports. As one COO commented, “It’s important to meet the people who are doing a lot of the hard work.”

Set Communication Rhythms and Clear Boundaries

Agreeing on communication protocols from the start is essential.

Weekly one-on-ones with the chair, informal check-ins, and periodic strategy dinners help keep the COO plugged into firm leadership. Equally important: clarifying decision-making authority and escalation protocols. For example, Rob Brown of Sheppard, Mullin, Richter & Hampton made the point that a clear mutual understanding between the COO or Executive Director and the Chair/Managing Partner on where the Chair wants to be involved in joint decisions very much helps to build mutual trust and understanding. The absence of that clear framework can slow down critical decision-making and create organizational confusion.

Balance Patience with Momentum

Early listening is critical.

Several COOs described their first months as a “honeymoon period” spent observing, asking questions, and building informal influence. Boden, for instance, used that time to gather observations and perspectives from his chairman, laying the groundwork for future initiatives. That said, some COOs cautioned that waiting too long may not be ideal—early personnel moves, or other changes might be necessary. The key is to pace change carefully and communicate the rationale clearly to partners.

Include Coaching and Team Building

Many firms, especially those hiring a first-time COO or someone from outside the legal industry, find it beneficial to engage an experienced coach. A coach who has held a COO role within a law firm can help the new leader grasp the nuanced dynamics of firm operations and avoid common pitfalls.

In our work, we often pair coaching with a facilitated team-building session for the COO and their direct reports. Using Personalysis, a well-known personality-based assessment tool, we explore how each team member makes decisions, communicates, and contributes. From these results, we produce a team profile that helps everyone understand how to collaborate more effectively, providing the COO with early insights into leading their team. Direct reports frequently tell us this exercise helps them adapt more quickly and fosters early trust.

The Payoff

When onboarding is handled intentionally, the results speak for themselves: stronger alignment between leadership and partners, smoother decision-making, and a COO freed to focus on strategy rather than credibility-building. As one COO put it, “If you don’t have the partnerships, confidence, and solid channels of communication, you’re crippled from the start.”

For firms preparing to welcome a new COO, taking these six steps—visible support, structured orientation, relationship-building, clear communication, paced change, and coaching/team-building—can transform a promise-filled hire into a transformational leader.

The days of questioning the importance of Artificial Intelligence are over. Staying competitive and ahead of the curve means delving into AI from both leadership and technological perspectives, and knowing where to start is crucial. From boutique law firms to AmLaw legacies, AI is transforming how leadership approaches all aspects of law firm operations.

Rethinking Leadership Roles

Larger firms such as Cooley and Milbank are AI pioneers, establishing internal workflows and protocols, while also serving their clients’ AI needs. Smaller and regional firms are also adapting, incorporating AI into their practice and adding leaders to the executive roster to implement and execute AI. And while technology is intrinsically tied to AI, staying competitive requires executive talent with a broader, more adaptive skill set – prompting firm leadership to ask the following:

Who should lead this transformation?

Should that person have a JD?
Where in the org chart do they belong—IT, strategy, operations?

Managing Director John Mann has his finger on the pulse of the fast-changing needs of boutique and regional firms, finding that AI leaders may not be who you think.

“What’s particularly interesting is that, more often than not, the person leading the AI function within a law firm comes from a legal background,” Mann said. “In my research and conversations, the consistent feedback is that it’s critical for AI leadership to have a legal background, typically a JD, or experience at another law firm. This isn’t about a Chief Information Officer simply implementing off-the-shelf AI tools. Law firms recognize that to remain competitive, especially midsized firms, they must strategically harness AI, because the larger firms are already doing so.”

Survey Says Yes to AI—But With Caution

A 2025 survey of more than 2,800 legal professionals by the Federal Bar Association tracked the changes in AI adoption by lawyers in firms of various sizes.

Respondents from firms with 51 or more lawyers reported a significant 39% adoption rate of generative AI. By contrast, firms with 50 or fewer lawyers had adoption rates at half that level, with approximately 20% indicating the implementation of legal-specific AI within their practices.

In the survey, respondents indicated that the bulk of AI usage falls into business operations, with 54% of legal professionals using AI to draft correspondence, 14% using it to analyze firm data and matters, and 47% expressing interest in AI tools that assist in obtaining insights from a firm’s financial data.

Thomson Reuters surveyed more than 2,200 legal professionals and C-level corporate executives regarding their acceptance and usage of AI and compiled the results in the 2024 Future of Professionals Report. Respondents have warmed to the technology, raising expectations for its use.

77% of respondents believe AI will have a high or transformational impact on their work by the next five years. That’s an increase of 10 percentage points over the 2023 report’s responses.
72% of legal professionals surveyed in the report view AI as a force for good in their profession.
Half of law firm respondents cite exploring and implementing AI as their highest priority. In addition, they believe AI can help address other priorities, such as enhancing customer satisfaction and improving operational efficiency.

Despite the growing AI implementation, Mann finds law firm leadership is staying vigilant and intentional with AI use, especially when attorney-client confidentiality is concerned.

“The AI landscape is still the Wild West,” Mann said. “I recently had a conversation with a managing partner of a 50-attorney firm, and he said they have restricted the use of AI tools for client matters because of the potential breach of attorney-client privilege. Bottom line? They implemented a policy restricting the use of AI in any client matters.”

New Technology, New Strategies

Firms are looking beyond the IT department for the strategic role, prioritizing an executive’s legal experience and deep understanding of technology to drive efficiency, reduce billing bottlenecks, and enhance client outcomes.

Whether a firm labels the role Chief Innovation Officer, Chief Data and AI Officer, or Director of Innovation, there are consistent requirements for each, including 10 or more years of experience in legal operations, professional services innovation, or technology consulting and a proven ability to lead cross-functional innovation or technology initiatives in a law firm or professional services environment.

Ultimately, AI and its presence within law firm structure and leadership are making their own rules, challenging norms and definitions at every turn.

“AI is coming up as its own function and is not tethered to any one functional area,” Mann said. “There’s the tech piece of course, but there’s also strategy and a need for understanding and expertise in the practice of law. The question many firms are asking is, ‘How can we operate more efficiently to drive greater revenue and profitability?’ And for most, the answer increasingly points to leveraging AI to get there.”

Not-for-profit leaders are accustomed to doing more with less. Still, waves of economic uncertainty, coupled with the rapidly evolving AI landscape, are forcing even the most seasoned leaders to reevaluate and redefine past methodologies and strategies.

Today’s leaders recognize that the decisions they make will have a lasting impact on their organizations’ mission, funding, and strategy. Maximizing the relationship between a Chief Executive Officer and their board, implementing AI literacy, and sharpening fundraising focus are essential for the sustainability and growth of an organization.

Benefits of a Strong Board

The partnership between a CEO and their board is one of shared commitments and a well-crafted strategy. A CEO should be able to lean on their board and, at times, be prepared to hear difficult truths. Board members bear a responsibility to engage with the organization, its executive team, and other key stakeholders.

Organizations that invest in building effective boards often see more stable funding, stronger staff retention and morale, greater influence in their sector, and more substantial donor confidence.

Modern board governance is evolving as the demand for more strategic, diverse, and accountable board members increases. In practice, this translates to broader board representation in terms of age, experience, and diversity. Clearly defining board roles and term limits lays the foundation for continued growth.

“Nonprofits transform their trajectory when boards adopt some of the discipline and accountability models of the corporate world. When CEOs and boards align on clear roles and a shared strategy, they drive greater impact and long-term growth,” said John Mann, Managing Director, The Alexander Group.

Engaged Boards Elevate Fundraising

The top line for fundraising and development activities is always at the forefront of not-for-profit organizations. Cultivating a more engaged board is an effective way for nonprofits to enhance their fundraising efforts, and that starts with empowerment and clear expectations.

Start by setting clear expectations, providing training, and fostering a culture of accountability. A well-informed, mission-driven board can unlock new funding opportunities, leverage its networks, and serve as influential ambassadors for the organization. When donors feel connected and the board is fully invested, fundraising efforts become more strategic, sustainable, and successful.

Embracing AI

From predictive fundraising to automated grant reporting, AI is rapidly changing nonprofit operations. According to the 2024 Nonprofit Standards Benchmarking Survey, 82 percent of organizations have implemented AI technology. AI is quickly becoming a valuable tool in the not-for-profit sector, enhancing an organization’s ability to anticipate donor needs and recommend targeted actions.

Strategic CEOs understand the urgency of thoughtfully investing in AI across everything from software to leadership positions, such as Chief Innovation Officer. Smaller organizations are forming committees that may include board members to explore how to use AI synergistically with various functions.

Employing AI to do everything from the tedious to the time-consuming leaves staff open to connect in a more meaningful way with the organization’s donor base. Forward-looking not-for-profits are using AI-assisted donor segmentation, chatbots for volunteer engagement, and automated analytics for board reports, building AI literacy among their team members.

Digital fundraising solution OneCause works specifically with not-for-profits and found organizations are most successful when leaning into AI from a solid foundation of personal connectedness. In 2024, 75% of organizations hosting in-person events met or exceeded their fundraising goals, and 76% of those using hybrid models also achieved their targets.

Mission-Minded, Future Focused

It’s a challenging time for the modern non-profit CEO/Director, but within this sea change lies opportunities to serve and grow the organization’s mission.

The mission is the motivator.

“Every nonprofit begins with someone on a mission. To grow the organization, the mission must resonate with others, and someone must articulate the mission in such a compelling way that others embrace it and are willing to support it, not just with their hearts and their volunteer time but also with financial donations,” said Amanda K. Brady, Chief Client Officer/Managing Director. “Whether it is the Founder, a CEO, or a development leader, someone must craft and evangelize a message that brings others into the community and keeps them engaged. It is an existential imperative. In today’s times, leaders must seek, embrace, and utilize innovative tools that build on the organization’s mission.”

Business people handshaking, making successful deal, partnership agreement, close up, har manager greeting job applicant during interview in office, businessman shaking hand of partner at meeting

During my 40 years in the search business, I have made offers, negotiated offers, and even rescinded a few. Here are some suggestions for both sides:

1. Be prepared. If you are the company, dig in and understand the components of the candidate’s compensation package, including vacation time. If the candidate receives 50% incentive compensation, offering him a 20% base salary increase will not work if your company has no incentive compensation. Similarly, if you are the candidate, understand how your peers are compensated at the new employer so that you will be able to assess the total package being offered.

2. Use the search firm to a point. It is a good idea for the search firm to float the offer in general terms by the candidate. If the employer has made glaring errors in its assumptions, the search firm should serve as a buffer. Similarly, the search firm can be the reality check if the candidate is totally unrealistic in their expectations (“I want a 50% base salary increase”).

3. Put yourself in the other party’s position. See where they are coming from. If the candidate has been making a healthy base salary and smaller bonus, they might be challenged by having to take a cut in base even if they make a lot more at the end of the year. Similarly, if the company does not pay huge bonuses and never has, you, the candidate, can’t expect them to change their policy just for one person.

At some point, cut the search firm out. Once you get a general idea of the compensation package and have some refinements to make, you lose the search firm. It is time for the company and candidate to get to know each other while addressing a challenge that requires a win-win solution. Look at the negotiation to indicate how you and the prospective executive will solve problems together. Working with your future manager to develop a win-win compensation package will tell you much about each other. Is there flexibility? The willingness to be creative? Rigidity? A give and take? Is there a greediness? Entitlement? An ability to see the longer term?

4. Give positive feedback. When responding to your prospective manager about the offer, start by telling them what you like, followed by the areas that need tweaking: “I am so pleased to receive an offer and believe I can make a huge difference in how the company runs its logistics function. The base salary is very fair. I want to discuss whether we can create a richer incentive bonus based on what I know I can accomplish?” As an employer, start by telling the candidate why they are receiving an offer and how much they look forward to having them as part of the team. Talk about the long-term career path rather than just compensation.

5. Don’t sweat the small stuff if this is the perfect position/manager. If you like the company, position, and manager, don’t let a small amount of money or pride stand in your way. Also, you will look petty if you are negotiating for a few thousand dollars, assuming you will have a career of many years with the company. Similarly, if you are the employer, you want the executive to feel good about joining and don’t want to appear cheap over a few thousand dollars. For both sides, you want to come to the table with a spirit of “let’s get this done quickly and collegially so that we both look back on this negotiation as an easy beginning to a long-term relationship.’ As one client characterized it,” it is a shared risk–the candidate has to trust that we will take care of them long term. I trust that the candidate will make me look suitable for hiring them.

We know the importance of morning routines and how successful leaders start the day with intention. Let’s look at the other end of the spectrum: nighttime routines.

Why is it important? Generally speaking, success starts and ends with mental and physical health, which depends on getting enough sleep. It can be tempting to pour a glass of wine, turn on the TV, pore over social media, or clear your inbox right before bed, but the most successful people recognize that those final hours can be just as crucial as any other.

While everyone is different and has different routines, the following practices are standard among successful leaders.

1. Make a to-do list

Clearing the mind for a good night’s sleep is critical for many successful people,” Michael Kerr says. Often, they will take this time to write down a list of any unattended items to address the following day so these thoughts don’t invade their headspace during the night.

For example, Kenneth Chenault, former CEO of American Express, writes down three things he wants to accomplish the next day. Others use Sunday evenings to prep for the week ahead.

2. Disconnect from work

Studies have found that if you associate your bed with work, relaxing there will be more challenging, so you must reserve your bed for sleep and other extracurricular activities. International business speaker and author, Michael Kerr says that “truly successful people do anything but work right before bed. They don’t obsessively check their email and they try not to dwell on work-related issues.”

Give yourself a buffer period of at least half an hour between reading your last email and going to bed.

3. In fact, unplug completely

You shouldn’t just disconnect from work. You should unplug completely, including social media and phone games. Researchers agree that any kind of screen time before bed does more harm than good.

The blue light from your phone mimics the brightness of the sun, which tells your brain to stop producing melatonin, an essential hormone that regulates your circadian rhythm and tells your body when it’s time to wake and when it’s time to sleep. This could lead not only to poor sleep but also to vision problems, cancer, and depression.

If the research isn’t convincing enough, take it from Arianna Huffington, The Huffington Post’s co-founder, President, and Editor-in-chief. After collapsing from exhaustion, Huffington revamped her approach to sleep. As she details in her book, “Thrive,” she has banned iPads, Kindles, laptops, and any other electronics from the bedroom.

4. Exercise

While it’s a popular belief that exercise before bed can prevent sleep, the National Sleep Foundation actually found in a 2013 study that exercising at any time of the day, even at night, leads to better sleep. Numerous studies have also found that walking reduces stress and anxiety.

Joel Gascoigne, co-founder and CEO of Buffer, takes a 20-minute walk every evening before bed. “This is a wind-down period, and it allows me to evaluate the day’s work, think about the greater challenges, gradually stop thinking about work, and reach a state of tiredness.”

John Lamar, Managing Director, The Alexander Group, says that he usually “hits the elliptical for 30 minutes-a great way to de-stress and wind down.”

5. Decompress

If exercise doesn’t sound appealing, find another way to unwind and decompress before bed, such as taking a warm bath, listening to calming music, or meditation. Dale Kurow, a New York-based executive coach, says meditation is a great way to relax your body and quiet your mind. Apps like Headspace, Calm, and The Mindfullness App offer guided meditations and reminders to incorporate meditation into your daily routine.

6. Plan out sleep

Much has been written about the dangers busy people face with chronic sleep deficits. Plan for a good night’s sleep just as you would any other priority. Decide when you want to wake up, count back by the number of hours you need to sleep, and then plan to be in bed, ready to sleep, by that time. iPhone users: Take advantage of the “Bedtime” feature of your Clock app. It allows you to set a bedtime, wake up at the same time and stay consistent with your routine. There’s even an option to set a bedtime reminder.

7. Skip the wine

When researching her sleep manifesto, “Thrive,” Arianna Huffington consulted a number of sleep specialists for tips. One of her favorites is avoiding alcohol right before bedtime.

While alcohol can certainly help you fall asleep, the National Institute of Health finds that it robs you of quality sleep. Alcohol keeps people in the lighter stages of sleep, which they can be awakened easily, and prevents them from falling into deeper, more restorative stages of sleep, the institute finds.

8. Read

One study by the University of Sussex found that just six minutes of reading a day is enough to reduce stress by 68 percent-“an excellent excuse to start curling up with a good book before you turn in for the evening,” points out Fast Company magazine. And you’d be in good company: Former US President Barack Obama and Microsoft founder Bill Gates are known to read for at least a half hour before bed.

This isn’t reserved just for business reading or inspirational reading. Many successful people find value in information from a variety of sources, believing it helps fuel greater creativity and passion in their lives.

Sarah Mitchell, a Director in our San Francisco office, agrees: “I almost always read for 30 minutes before bed-typically fiction or, if it’s nonfiction, something unrelated to business. If I’ve got a big day or I’m feeling stressed, I will spend part of my evening preparing for the next day, and then, 30 minutes before lights out, I put down my phone, shut down the laptop, and relax my brain with a book. This helps me sleep better and gives my brain a needed timeout so I can wake up fresh in the morning.”

9. Reflect on the good things from the day

It’s easy to fall into the trap of replaying negative situations you wish you had handled differently. Instead, take time just before bed to reflect on or write down three good things that happened during the day. Focus on the positive moments and celebrate the successes, even if they are few and far between.

Jennifer Hill, Startup Advisory and Venture Lawyer at Gunderson Dettmer LLP, says she takes “two minutes to stretch, align my posture and think of the three things that I am grateful for and proud of today. (Yes, I really do this.) It sends me off to sleep peacefully and with positive thoughts.”

Benjamin Franklin famously asked himself the same self-improvement question every night: “What good have I done today?”

Regardless of how the day went, successful people avoid that pessimistic spiral of negative self-talk, knowing that it will only create more stress. Taking a few moments to think about what went right over the day can put you in a positive, grateful mood, leading to better sleep and giving you energy and clarity.

Adrienne McDunn understands difficult people. Especially those in the workplace.

It was a skill established early in McDunn’s career, enabling her to really listen and build connections among coworkers. That intangible ability caught the eye of management, and they assigned her to a project with several “difficult” personalities. Where everyone else saw a tangle of conflict, Adrienne saw opportunity, successfully bringing together the people and the project.

Those interactions laid the groundwork for her role as President and CEO of Personalysis, a science-based tool that assesses an individual by identifying three specific personality parts. The three-in-one assessment defines how a person thinks, makes decisions, processes information, and expresses themselves. It also illuminates their preferred communication style and what they consider meaningful work.

The Houston-based company is a tool in the kit of Fortune 500 organizations and small and medium-sized businesses across a variety of industries. It’s a resource used by The Alexander Group as part of the onboarding process to understand each member of the team better.

“You see someone with brand new eyes,” McDunn said. “You learn to respect their strengths and play to them. It’s a benefit to the team.”

Ideally, Personalysis is used during onboarding, although it’s beneficial for businesses at any point of progress. As companies continue to coalesce post-Covid, Personalysis assessments are helpful for in-person interactions.

“So many teams have been isolated and there’s collapsed relational communication. Methods of communication are more direct, people are more likely to send an email, when some situations benefit from a discussion,” McDunn said.

Adrienne McDunn

The Personalysis assessment involves a selection of questions and one of two choices for each question. There are no wrong answers, but assessment takers have one extreme answer or the other when making selections. That’s intentional, McDunn said.

“We were deliberate on the creation, as it gives us a true read of an individual. We are trying to distinguish characteristics; it reads the way we can see how you operate in the world.”

Around The Alexander Group office, it’s not uncommon to hear phrases such as, “That’s your red coming through” or “That’s how a blue would approach that situation,” because test results are signified by red, yellow, blue, and green. The Red Perspective is the expeditor, Yellow is the collaborator, Blue is the explore,r and Green is the organizer.

Reds like to blast through their to-do list, focusing on simplicity and speed. They are often described as intense and laser-focused. Reds lean toward the questions “What” and “When,” skipping the small talk and heading directly to the point.

Yellows focus on relationships and inclusion, gathering others’ opinions and discussing solution options. A Yellow’s communication style is upbeat and inviting and in meetings, they focus on the positive. Yellow personalities love working with the team on a variety of tasks, helping others along the way.

Blues are visionaries. Their curious and innovative natures keep their minds always busy and their wheels spinning, but rest assured, blues are constantly contemplating scenarios and solutions. Blues rely on context and purpose, and their communication style is inquisitive, clarifying, and informative.

Green’s comfort zone is rooted in stability. They are logical, linear, and logistical, thriving in process-orientated situations. Green relies on verifiable data to make decisions and is the point person for all things organizational. Need to bring order to chaos? That’s a job for Green.

Understanding a team’s personality strengths and differences is beneficial in multiple ways. Focusing on relationships creates a more collegial and productive environment, allowing for coordinated action. Another by-product of building a strong team?

Trust.

“It says you’ve got my back,” McDunn said.

McDunn travels extensively, working with teams of all sizes, but she also spends time with senior executives and board members for in-depth coaching sessions. These sessions help the C-suite understand their personalities, which in turn leads to a more productive work environment.

McDunn believes the power of Personalysis lies not in the color but in the intention each color represents.

“If you become more self-aware, you ask, how do I work better? The tool identifies behaviors and motivation to do that.”

Working better.

Communicating effectively.

Building trust. These are the building blocks for success in and out of the workplace.

HR department work illustrations set. Human resource management, employee recruitment, and hiring for vacancies. Interview and resume. Cartoon flat vector collection isolated on a white background

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.

Starting a new position is both exciting and challenging. The first few weeks set the tone for your success, making it crucial to establish strong habits early on. From building key relationships to understanding expectations, these ten actionable steps will help you adapt quickly, make a strong impression, and thrive in your new role.

What to Focus on When Starting a New Position

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.
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.

Tip: One of the best onboarding strategies is to familiarize yourself with company goals, key stakeholders, and internal processes before your first day.

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 your role, building relationships is an essential part of bold successful onboarding. 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 When Starting a New Position

Starting a new position is a learning experience, and the best way to grow is by asking questions and actively listening. You’re not learning anything when you’re talking, so take the time to absorb insights from colleagues at all levels. Be humble, seek help when needed, and show that you value others’ experiences and opinions. Solicit candid feedback, be a team player, and leverage your resources.

4. Quickly assess your team

Understanding how a company operates is key to integrating successfully when starting a new position. Take time to observe whether the workplace fosters a transparent, collaborative environment or if communication is more structured and formal.

Pay attention to how colleagues interact—do they engage over lunch and informal meetings, or is communication primarily through email and scheduled discussions? Assess the level of involvement from leadership, including the Board, and get a sense of your boss’s management style.

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 priorities and set goals to achieve business objectives. Follow through on your promises, including when and how you will act.

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 about and be proud of the company’s products and services. Strive to make your company the best 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 know this will work out!

Making an Impact After Starting a New Position

Starting a new position is an opportunity to grow, build relationships, and make an impact. By following these steps, you can confidently navigate the transition and set the foundation for long-term success.

If you’re looking for expert guidance in hiring top talent or making strategic career moves, The Alexander Group is here to help. Contact us today to learn more about our executive search and advisory services.