Interviewing is a skill, and not an easy one to master. There’s something new to learn every time you sit down across a desk, share a cup of coffee or connect across an ocean via FaceTime or Skype for an interview.
In my 13 years in TV news, I have had the opportunity to interview thousands of people from all walks of life—politicians, celebrities, criminals, grieving families, heroic first responders—and no two interviews were the same. Even so, there are methods, models, techniques and tips that can be applied to bring out the best, or, in some cases, to (necessarily) discover the worst, in people.
Executive search involves interviewing a different set of people than TV news, of course; and the individuals we interview are generally happy to speak with us, seeing us as the gatekeepers to their next career move. But we still need that focus: bring out the best; weed out the worst.
Here are a few interview techniques I’ve perfected as a journalist:
1. Don’t be afraid to ask offbeat questions and catch your interviewee off guard.
Everyone comes to an interview with a script, rehearsed answers, and a determination to make the interview follow the direction that best suits them. Get them off script.
In my previous life, celebrities were the worst offenders. Having conducted hundreds of red-carpet interviews, every actor or director comes with a handful of sound bites that they’ve been given by their handlers. So instead of starting off with, “Tell me about your role” or “how difficult is it to transform into that kind of monster?” I would often ask something they weren’t expecting driven by the headlines of the day: “Is the #metoo movement changing Hollywood quickly enough?” or “Where do you stand on equal pay?”
In executive search, that translates to questions, such as “What has been the hardest time in your career?” or “What is a lesson you’ve learned in the past year?” I had one client who asked candidates how much sleep they got or the last book they had read.
I had a client who asked candidates how much sleep they got or the last book they had read.
By starting with something completely out of the blue you can shock your interviewee out of the script they have in their minds. Don’t be afraid to throw them off.
2. Be empathetic; realize that your subject is often under stress.
While some people need to be challenged, others need to be drawn out. As a journalist, I would invest more time with families who just lost someone to a terrible accident or crime, or families who’d lost everything in a wildfire or hurricane.
Some candidates also have great potential, but need more time to calm their nerves and reveal their best selves. As an interviewer, it is our job to accurately assess a candidate, even if that requires patience and some extra time.
3. Make it a conversation, not an interrogation.
Early in my news career, I covered the bust of a large marijuana-growing operation in a small town in Arkansas. We knew that the grower had been released on bail, and I wanted to see if we could get him to explain his side of the story. After knocking on dozens of doors in the neighborhood, we found our subject. We approached him conversationally and—to our utter surprise—he invited us to the back yard to show us where the police had been. It was quite the operation: The entire backyard was equipped with rows and rows of planters and hydroponic systems; the scent of marijuana was still in the air. I asked him what he had been growing, and he emphatically replied, “I thought they were tomato plants!” It made for some of the most entertaining TV I have ever produced.
I asked him what he had been growing, and he emphatically replied, “I thought they were tomato plants!”
Had I adopted the more aggressive approach, chasing this man into his home with a camera and a microphone, he would have slammed the door, and we never would have had that exchange (which later helped the police in their investigation).
In the interview process, whether it’s with an alleged illegal drug dealer or an executive, engaging your candidate in conversation and making them feel comfortable from the beginning is crucial. The more at ease your candidate is—even if they’re lying, as I believe my ‘tomato plant’ interviewee was—the more authentic the individual is going to be.
4. Short and to-the-Point.
Long-winded questions, with sub-clauses that meander this way and that, and pose one question while over-riding it with another slightly tangential point (think last week’s Congressional hearing with special counsel Robert Mueller), while trying to circle back to the original thought, leaves everyone confused and muddled. Just ask the question. One at a time.
5. Not everyone wants to tell the truth. We have to find it.
Have you ever met a politician who wanted to tell the truth, the whole truth and nothing but the truth? Neither have I. As a TV reporter, I couldn’t call any of the countless politicians I interviewed—Republican or Democrat—a liar on-air. But it was my duty to push them as much as I could, to put them on the spot, to call them out in a polite and probing way. It’s a balance of rephrasing the question and, if the subject tries to divert attention, re-directing the focus back to the initial point (even saying outright ‘that’s not the question I asked’ if necessary).
We all know candidates interviewing for high-level positions sometimes shade the truth, pad a résumé, highlight their strengths while trying to bury their weaknesses, demur over gaps in their resumes, etc. Everyone is a politician, to some extent, in an interview, selling themselves above all else. It’s our job to probe; it’s our job to get to the true character behind the facade.
6. Trust your intuition.
All good reporters have a sixth sense that tells them when something is amiss in a story. Good recruiters are no different. If an answer does not ‘feel correct’, follow your instincts and probe a little more.
From time to time, we interview candidates who have had a short stint in a position. Did the candidate leave because it was an uneasy fit or a bad experience, or was the company in financial trouble?
I follow up with questions, such as ‘What would your manager say about you, given your short tenure?’
My colleague Jane Howze, Managing Director at The Alexander Group, says, “I usually have a sixth sense about whether the person was asked to leave, or whether he or she left on their own accord. I follow up with questions, such as ‘What would your manager say about you, given your short tenure?’”
Her advice? “Follow your gut.”
Many companies today have introduced behavioral interviewing processes where the interviewer asks specific questions that test how a candidate behaves in a certain situation. In our opinion, this process, while beneficial, can rob the interviewer of the opportunity to pop a surprise question (as in tip #1 above) or to rely on the intuition that steers questions in a more relevant way.
Instead, the next time you interview, think like a journalist, and get the full story.
An executive search for an internal candidate happens during the executive recruitment process when the client recommends an employee of the company for the position. This recommendation is often because the client wants to conduct a broad search and believes that the internal candidate is good but wants to cover the marketplace. Sometimes, the client questions whether the internal candidate is appropriate and wants the assessment of the search firm.
Why the Internal Candidate Experience is Important
“John, you and I met over a year ago during the course of my firm’s Chief Financial Officer search, where I was the internal candidate. While I was not chosen for the position, you communicated often during the course of the search and told me that, regardless of whether I was selected, I was a valuable asset. When I was not selected, you also told me that it would clearly become evident why someone else was chosen. You were spot-on in your assessment. I have learned so much from [the successful candidate] because of her many years in our industry … Thank you for your professionalism.”
All of us in the search business have conducted this type of search, where the talent assessment for leadership roles involves unique dynamics and delicate considerations. An executive search for an internal candidate requires a structured, unbiased approach to evaluating their qualifications against external contenders. This ensures the internal candidate is measured objectively, promoting fairness and transparency throughout the search.
Such searches are designed to assess skill alignment with the role and to consider the candidate’s growth potential and fit within the company’s evolving culture and strategic objectives.
By treating internal candidates with the same rigor as external applicants, an executive search firm can help clients secure the best possible talent for critical leadership roles while reinforcing the internal candidate’s value to the organization—whether or not they’re ultimately selected.
Applying Executive Hiring Best Practices to Internal Candidate Searches
Including an internal candidate in the executive search process has its benefits. The company and the employee can strengthen the relationship if the internal candidate is respected and genuinely feels assessed fairly for the open role.
However, if this process is handled indelicately, the employee can feel left out in the cold, which does not benefit the parties involved. Here is what two executives have said about their experience as an internal candidate:
A Bank President’s Disappointing Experience as an Internal Candidate
Bob, the internal candidate, commented that his inclusion as an internal candidate seemed like an afterthought. The search firm (not The Alexander Group) never provided him with a position description and did not communicate.
“While the search firm spent 90 minutes interviewing me, they had not studied my resume to determine whether or not I would be a fit with the position. It was clear they had made their mind up before the process started. The first question I was asked was ‘Why did you choose Notre Dame for college?’ This is not a question you ask a 57-year-old man.”
He never heard from the search firm again, even after an external candidate was selected for the position. Bob believes neither the holding company nor the search firm treated him well.
Paula learned about the internal opportunity directly from the hiring manager. The hiring manager responded back very positively that he would be happy to have her added to the candidate slate and that she would be contacted by the search firm handling the search. Paula was interviewed in person by the search firm and was pleased with the time spent to assess her potential candidacy. She applauded the search firm’s efforts to understand the newly created role within the company.
While Paula was not selected for the role, she remains extremely supportive of the hiring manager and believes that being included in the interview process has only improved her visibility in the company for other positions.
The Alexander Group prioritizes building enduring relationships with both clients and candidates. Paula experienced a process similar to ours, where clear communication and thorough assessment ensure the internal candidate feels valued and respected throughout the executive search. This approach strengthens the bond between the company and its employees and enhances the overall success of our executive search for an internal candidate.
Internal vs. External Executive Candidates
There are several things that an executive search firm can do to improve the internal candidate’s experience:
Communicate often and clearly, and do not assume that the client will communicate the progress and process of the search with the candidate;
Submit internal candidates to the same process as external candidates (i.e., if you are traveling to see external candidates, you should travel to see internal candidates);
Spend time objectively assessing the internal candidate’s resume in line with the position and communicate to them that you are looking for the best candidate—internal or external; and
Make the internal candidate feel “special” to be selected as an internal candidate and treat them accordingly.
We believe an internal candidate who has gone through a rigorous, unbiased interview process—and is selected—will enter the role with confidence that they are, indeed, the most qualified person for the position. If they don’t get the role, then they know they played on a level playing field and, from a career development perspective, will be even more prepared for the next opportunity.
At The Alexander Group, we are paid for the process, not the person. If the client recommends an internal candidate, she or he is just as much our candidate as any external talent we identify. Ignore the internal candidate, and you run the risk of missing out on a great talent, and possibly, a future client.Ensure your executive search process reflects the highest standards of fairness and professionalism. Contact The Alexander Group to discuss how we can help you identify and assess top talent within and beyond your organization.
Belgian Waffles for Breakfast?
I typically travel solo, but observing a lawyer with a client at the airport last week made me realize there should be an etiquette guide for business travel with your manager or a client. Though I’ve written Road Warrior blogs, I’m certainly no Ms. Manners of the road, but the following seems obvious.
The primary rule is to adapt your behavior to that of your manager or client. Do not be high-maintenance. This can play out in several specific ways, as indicated below:
1) Luggage.
If you’re only going on a two-day business trip, ditch the steamer trunk. Eliminate any thoughts of checking luggage; it is rude and inconsiderate for others to wait a half hour for your 50-pound roller bag to come off the luggage carousel.
A corollary to this rule is not to bring so many clothes that your client/manager thinks that you are auditioning for the next season of “The Bachelor” or “The Bachelorette.” This is, after all, a business trip.
2) Meals.
While traveling with others, you may not control what you eat, when you eat, or if you eat at all. Several years ago, I was traveling with a young associate. As I sat in our rental car in the 120-degree Phoenix heat, motor idling, my colleague was busy inside eating pecan waffles. Exasperated, I went in looking for her and she responded, “I always have to have a big breakfast.” That was the last time we traveled together.
Similarly, if your companion orders a Diet Coke for dinner, don’t ask for the wine list. If your client/manager orders wine, permit yourself a glass of wine, but do not make a big deal of tasting several wines, sending them back, or behave in any way that calls attention to yourself. Your goal is to blend in and to be low-maintenance.
3) Be organized.
Your travel companion should not have to deal with you forgetting the location of your credit card, car key, boarding pass, or parking ticket. I remember traveling with my business partner (who will be furious at me for recounting this story), who tends to be a little absent-minded. We had a meeting at 9 a.m., and at 8:55 a.m., she called in a panic, and I had to go to her room to help her find the keys to our rental car, which she had somehow misplaced in the depths of her suitcase. Really, you don’t want your business partner going through your suitcase looking for lost car keys.
4) Be punctual.
If your client/manager likes to get to the airport two hours early for a shoeshine or a visit to the United Club, accommodate him or her. Give up your habit of streaking down the gangway as the plane doors are closing, which will only cause anxiety for your travel companion. I have seen several occasions where a traveler in a group did not make the flight. Believe me, it did not make a good impression.
5) Keep your personal life separate.
Limit calls home to times that you are in your room. Do not call the family while en route to the next meeting in the rental car or taxi with your boss/client. Your client/manager doesn’t want to hear that Fido had yet another accident in the family room or worse yet, that you and your spouse are fighting about where to go for the holidays.
6) Be prepared.
Do your homework on where you are going and any logistical challenges. Check the weather forecast of your destination and note if a jacket or umbrella is required. Don’t assume I packed a golf umbrella to cover both of us.
7) Cash is King.
The corollary to number six is nothing spends better than cash. You never can tell when an emergency will arise or credit cards aren’t accepted and you want to be the person with the solution, not the problem and there’s nothing that solves a problem like cash.
Have I left anything out? If so, shoot me a line.
It wasn’t that long ago when we were contemplating turkey and pumpkin pie in terms of social distance and vaccination status. As we hurtle toward the holiday season, there’s renewed hope—even in uncertain times.
I find there’s a universal truth that everything, including the holidays, is more meaningful when spent with people who add joy and laughter to the everyday, in ways large and small.
Thanksgiving is the perfect time to slow down and take stock, so I’ve asked my colleagues for their thoughts on Thanksgiving/holiday season. They offer delicious sentiments and bits of wisdom (especially for those traveling) so take a moment and read what has become my favorite blog of the year.
Lindsay Ames, Research Team
Q: Thanksgiving is about gratitude, but it’s also about the food. What’s a beloved family recipe you make every year?
A: This salad is sweet and tart and really hits the spot balancing the sometimes salty nature of the rest of the Thanksgiving/Christmas/Holiday feast sides.
My Favorite Cranberry Salad (from my husband’s great-grandmother)
1 small package of cherry or strawberry Jell-O
8 ounces of fresh cranberries
8 ounces of crushed walnuts
½-1 cup of sugar or Splenda
1 whole orange
Put 8 ounces of the cranberries and the orange, cut into pieces (rind and all) into a food processor and chop to a coarse consistency. Mix chopped cranberries, orange and walnuts with the sugar or Splenda and put into the fridge. Separately, prepare the Jell-O according to package directions. When the Jell-O is set, mix with the cranberry mixture.
We always try to buy two packages of the fresh Ocean Spray cranberries…they come in a 12 ounce package. Depending on how many guests we are planning on for the holidays I might make 1.5x the recipe. It is sometimes challenging to find the cranberries after Thanksgiving and we like to have this on Christmas too (the fresh cranberries freeze well).
Amanda Brady, Managing Director and COO, The Alexander Group
Q: Thanksgiving is about gratitude, but it’s also about the food. What’s a beloved family recipe you make every year?
A: Mother’s Cranberry Salad–shredded fresh cranberries, apples, and celery, tossed with freshly squeezed orange juice and chopped walnuts. A perfectly fresh and tart side to other less umami contributions to the dinner table.
Q: What’s one thing you’re thankful for now that you wouldn’t have been pre-Covid?
A: Thankful that Covid caused us to NOT travel for Thanksgiving and instead spend time with new friends that will undoubtedly be lifelong friends.
Abby Buchold, Research Associate, The Alexander Group
Q: Thanksgiving is synonymous with travel. Tell us your best holiday travel tips, horror story or a time when someone made your holiday travel better.
A: We pretty much stopped traveling for the holidays a few years ago and haven’t gone back to it since COVID. Though if we were to start heading out for holidays again, I’d use the same strategy as I did in the past: if you must fly, fly on Thanksgiving Day! Most people have already reached their destinations by then, so the airport may be less busy, and the atmosphere may even feel festive. Once while on a layover I saw that someone had made a Thanksgiving dinner for the gate agents and flight crews. They were enjoying holiday food and were very cheerful even while working on the holiday.
Shana DeLeon, Senior Associate, The Alexander Group
Q: What’s one thing you’re thankful for now that you wouldn’t have been pre-Covid?
A: Companies are finally using technology to make things more efficient. Most importantly, grocery pickup and delivery services. Why didn’t this exist when I had my first child? Q: Thanksgiving is about gratitude, but it’s also about the food. What’s a beloved family recipe you make every year?
A: My parents were born in Jamaica, so growing up my Thanksgiving meals were a fusion of American and Jamaican cuisine. I am and have been obsessed with curry. Our dinners always had at least two curried items (shrimp, chicken, pork) and were usually paired with rice and peas (not to be confused with rice and beans).
Mike Doering, Associate
Q: What’s one thing you’re thankful for now that you wouldn’t have been pre-Covid?
A: This may make me a traitor to my millennial generation, but I found myself truly thankful for the beautiful simplicity and directness of speaking to someone over the phone that I did not have before Covid.
Q: Thanksgiving is about gratitude, but it’s also about the food. What’s a beloved family recipe you make every year?
A: All the pies!
Beth Ehrgott, Managing Director, The Alexander Group
Q: Thanksgiving is about gratitude, but it’s also about the food. What’s a beloved family recipe you make every year?
A: I wish I had the recipes for my mom’s homemade cranberry/orange relish and pumpkin pie with fresh rum whipped cream! She made everything from scratch with love and used a manual hand grinder to grind the fresh cranberries and oranges with either pecans or walnuts, sugar, and I believe a bit of fresh mint leaves. Family and friends raved over both and my mom always made an entire extra batch of her special relish to jar and give as gifts. As a kid, I just wasn’t interested in paying attention when my mom was cooking and baking. I did help grind the relish but never paid attention to the prep, yet always managed to stay around to whip the cream and lick the beaters.
After college, I learned to cook and enjoyed hosting multi-course dinner parties… before kids! I am most thankful for and cherish family time (which includes extended family and friends who are like family) and have so many wonderful holiday memories as a child and now as a mom, but certainly wish I cared more earlier and paid attention to so many missed opportunities.
Beth Ehrgott and her family celebrated Thanksgiving in Peru, traveling to the top of Machupicchu.
Bob Freeman, Senior Executive Assistant, The Alexander Group
Q: What’s one thing you’re thankful for now that you wouldn’t have been pre-Covid?
A: At the start of the pandemic, I found myself very happy that all of my colleagues were able to make a rather seamless transition from working in the office to working at home. We just had to. Even though it may not have come easy for some, dismissed were the notions that we simply could not function effectively at home. I felt safe with this concept because I’ve had great success working remotely since 2013. My productivity did not only survive—it thrived. At the start of the pandemic, I was able to express that same confidence to others, and I’m sure a few of my colleagues who have had the same success emboldened others. Now, in a hybrid environment, many now understand that the discipline with which we complete our tasks comes easy because we all know the beneficiary is really the ability to focus on the work—no matter where we are. I’m very thankful for this proven fact.
Q: Thanksgiving is about gratitude, but it’s also about the food. What’s a beloved family recipe you make every year?
A: It wouldn’t be Thanksgiving without my mom’s English pea salad. Okay, this is probably mostly Southern. I always asked her, “You’re making the pea salad, right?” There’s just something about the finely cubed cheese, onions, and boiled eggs. The right amount of those and other ingredients—and the right amount of stirring—okay, and the right amount of love. That’s what’s missing, but the other ingredients remind me of it.
Jane Howze, Managing Director, The Alexander Group
Thanksgiving is my favorite holiday of the year. Not only am I celebrating Thanksgiving but my wedding anniversary which occurs on Thanksgiving day or two or three days after. This year will be our 42nd anniversary. We went to Hawaii on our honeymoon and return each Thanksgiving. Just us. Some years we are grateful that we have recovered from health challenges. Some years we celebrate our respective career successes. Every year we feel gratitude for the wonderful family, colleagues and friends that make our lives sparkle. And of course, there is love and gratitude for each other which grows every year and Thanksgiving gives us our own day to celebrate that love.
Jane Howze and John Mann celebrating their 25th wedding anniversary in Hawaii.Jane Howze and John Mann will celebrate their 42 wedding anniversary in Hawaii this Thanksgiving.
Bill Lepiesza, Director, The Alexander Group
Q: Thanksgiving is synonymous with travel. Tell us your best holiday travel tips, horror story or a time when someone made your holiday travel better.
A: I don’t know many people who enjoy the hassles of traveling during the holiday rush, and pre-COVID I certainly didn’t. Though with my wife’s extended family in the UK, and mine in Massachusetts, it was usually a necessity. And while I wouldn’t say I love the idea of a cross-country flight with thousands of other Thanksgiving travelers, I am definitely thankful that we are all able to get together in person again for the holidays. And extra thankful that my daughter is now old enough not to melt down for the entire flight completely.
John Mann, Managing Director
Q: What’s one thing you’re thankful for now that you wouldn’t have been pre-Covid?
A: I missed dining out when the restaurants closed during the pandemic. I enjoy cooking and decided to try my hand with dishes that I probably would not have cooked if my favorite restaurants were open: Gyoza, Gochujang Chicken, Fried Egg Banh Mi’s, Chicken Tchoupitoulas, smoked briskets, to name a few. I’m thankful that I learned so much about cooking and the ingredients that are in some of my favorite dishes but I had never heard of nor had the pleasure of cooking (ie: fish sauce!).
Alex & Red Managing Director John Mann explored his passion for cooking during Covid–but is thankful for the opportunity to dine out again.
Sarah Mitchell, Director, The Alexander Group
Q: Thanksgiving is about gratitude, but it’s also about the food. What’s a beloved family recipe you make every year?
A: My very missed and very British father, who passed away in 2018, used Thanksgiving as a test run for the Christmas meal. He had three daughters, two of them vegetarian, and he devised the most delicious vegetarian stuffing and gravy. His secret ingredient was Marmite, the British condiment that looks and tastes like a salty oil spill to most Americans. We love it and try to recreate it when we get together at the holidays.
Q: Thanksgiving is synonymous with travel. Tell us your best holiday travel tips, horror story or a time when someone made your holiday travel better.
A: This isn’t some well-kept secret, but I do prefer to travel on the day of the holiday instead of in the days just before. My family doesn’t tend to be too precious about what specific day we celebrate, and there is something festive and peaceful about taking flight on Thanksgiving or Christmas Day.
Q: What’s one thing you’re thankful for now that you wouldn’t have been pre-Covid?
A: This is niche, but I’m so thankful to be back on stage in a production of CLUE, which closes the weekend before Thanksgiving. It’s my first full production since March 2020, and I never imagined then that I would be away from the theatre for so long. With rigorous Covid testing and precautions, no one in the cast or crew of at least 50 people working closely together every day have gotten sick.
The Alexander Group’s Sarah Mitchell is thankful to be back on stage in the cast of Clue.
Anthony Ott, Associate, The Alexander Group
Q: What’s one thing you’re thankful for now that you wouldn’t have been pre-Covid?
A: I’ve made self-care more of a priority. I take time to be alone and thankful for what I am blessed with in my life. I’ve become more intentional in making long and short-term goals and find when I embrace stillness I can prepare for the day ahead. When my daily and weekly goals are defined, I am ready for whatever challenges may come. Doing these things fosters a more productive environment for me.
Kyle Robinson, Head of Research, The Alexander Group
Q: Thanksgiving is about gratitude, but it’s also about the food. What’s a beloved family recipe you make every year?
Here is a recipe I use every year for Corn Pudding. It’s amazing.
Pre-heat oven to 350
4 (15 ½ oz) cans whole kernel corn – drain 1 can of corn & put in a blender
Drain the other 3 cans of corn & set aside
½ cup all purpose flour
1/3 cup sugar (I always use Splenda)
6 tablespoons butter – melted
2 tablespoons cornmeal
1 ½ cups milk
4 large eggs
½ teaspoon salt
Add the above ingredients starting with the flour to the blender – blend until smooth.
Put the 3 cans of drained corn in a greased casserole dish (use a shallower dish 2 quart – it’s hard to get the middle baked through in a deep dish). Pour the blender contents over the corn in the dish & mix . Bake for 35 minutes until set (sometimes I have to stir the dish about 25 mins into baking to make sure the middle sets up).
It’s not Thanksgiving without Kyle Robinson’s Corn Pudding.
Lyndsey Parker Rosecrans, Associate
Q: Thanksgiving is about gratitude, but it’s also about the food. What’s a beloved family recipe you make every year?
A: Our family gave up the traditional Thanksgiving fixins’ long ago. Thanksgiving – and honestly any other holiday, family birthday, or celebration – calls for Hungarian Dumplings and “Cardiff Crack.” My mother and her side of the family are all full Hungarian, and we make huge batches of dumplings and broth any chance we get. Made from scratch stock, flavored with a copious amount of sour cream and paprika, yields the perfect jacuzzi for our simple dumplings, created with a spaetzle-maker. The “traditional” way to make the dumplings is to coat the back of a plate with the dough and aggressively chop off the bit-size pieces with a spoon. It’s why we have such strong arms. We have succumbed to the culinary advancement of a spaetzle-maker.
Now, you’re probably wondering why we eat crack. You might also be wondering if it’s why I’m a little quirky and have so much energy. The crack, “Cardiff Crack” to be exact, is a burgundy pepper marinated and infused tri-tip sold in a small local grocery store in Cardiff-By-The-Sea in north county coastal San Diego. So addicting that is has been lovingly dubbed “Cardiff Crack.” Not by our family, that’s what it’s actually called.
The next steps are to try veganize the dumplings, although I think my Hungarian grandmother will likely come back to haunt me for that.
Heather Staible, Marketing Manager, The Alexander Group
Q: Thanksgiving is about gratitude, but it’s also about the food. What’s a beloved family recipe you make every year?
A: There’s nothing that whips me back to childhood quicker than the scent of turkey roasting in the oven and the sound of the Macy’s Thanksgiving Day Parade on the television. It’s a core memory I looked forward to creating for my own kids, and the first year it was MY turn to roast the turkey it was also my mantra. There was nothing less appealing than reaching into the turkey carcass for that bag of giblets and other assorted parts, but once that maternal instinct kicked in, I conquered my extreme distaste for the less appealing part of the process. Fast forward a decade and it turns out I have acquired a lengthy list of allergies, including one to turkey, so for me, Thanksgiving is all about the sides.
As a person who prefers savory over sweet, I take exception for sweet potato mash, the queen of my Thanksgiving table. Inherently healthy, sweet potatoes (not yams) go glam thanks to the addition of real butter, a splash of half-and-half, vegetable broth (added to the InstaPot when steaming and after for a little liquid) brown sugar, allspice, a dash of cinnamon, marshmallows and candied bacon. Most of the time I eat vegetarian, but crunchy, maple-and-pepper-coated bacon atop a puffy bed of gooey marshmallows, mixed with whipped sweet potatoes is a joy akin to brisket burnt ends—another squarely nonvegetarian indulgence.
I come from a long line of people who cook with “love” i.e., we measure very little, eyeball everything and there are never any leftovers when the meal is done, so there’s no real recipe to follow. But remember, it’s Thanksgiving and more is more, so lean into the bacon and the butter, try to keep up with the Rockettes when they do their amazing kick line in the parade (what? Not everyone does that in their pajamas Thanksgiving morning?) and take a moment to savor all the sweet memories you can make with family and friends this holiday.
Jon Verlander, Managing Director
Q: What’s one thing you’re thankful for now that you wouldn’t have been pre-Covid?
A: Covid vaccinations.
Q: Thanksgiving is synonymous with travel. Tell us your best holiday travel tips, horror story or a time when someone made your holiday travel better.
My top travel tip is to avoid traveling with children, especially your own. Horror story: landing at London City Airport in the winter when it took three attempts for the plane to land, including one attempt when the wheels touched down and then we took off again. The airport is built in the docklands area of the River Thames, and the runways are somewhat short and basically end in the water. There was also the occasion when I almost drove off a mountain road in the Italian Alps in a snowstorm (saved from a very long drop by driving into a large snowdrift), but best not to recount that one.
Q: Thanksgiving is about gratitude, but it’s also about the food. What’s a beloved family recipe you make every year?
A: Thanksgiving has introduced me to deep frying, for which I will be eternally grateful. This obviously started with turkey, but I have since perfected fish and chips, Scotch Eggs, onion bhajis, and my personal favorite deep-fried crème eggs.
Is there anything more Texan than deep-frying a turkey poolside? Alex & Red Managing Director Jon Verlander fully embraces the Thanksgiving tradition.
The role of the law firm CMO has undergone a remarkable transformation over the past two decades. Once a position focused on basic promotional activities, it has evolved into a strategic leadership role driving firm growth, client engagement, and innovation. Today’s law firm CMOs are at the forefront of integrating technology, data analytics, and law firm internet marketing strategies to help firms stay competitive in an ever-changing legal landscape.
Law Firm Marketing Officers: Then and Now
In 2016, law firms were navigating a significant period of change, becoming increasingly complex global organizations. They grew through internal expansion and acquisitions, mirroring trends in broader American business. Clients had also evolved; they could no longer be counted on to remain with a law firm for generations. Legal industry marketing, once considered undignified and restricted by professional conduct rules, had already become a critical function—a necessity for firms aiming to survive in a competitive landscape.
Fast forward to 2024, and these dynamics have only accelerated. The competition for corporate clients remains fierce, underpinned by advanced marketing technologies like predictive analytics, AI-driven tools, and digital-first strategies. Firms have shifted from relying on traditional approaches to marketing for law firm success to adopting multi-channel law firm marketing strategies.
These strategies align with the latest chief marketing officer trends, leveraging technology to deliver personalized client experiences at scale. This transformation is reflected in the evolving role of law firm CMOs. One retired Am Law 100 CMO recalled joining his firm in 1990 when the partners were just beginning to ask what the “World Wide Web” was and whether it had any relevance to their work. Back then, the role was primarily administrative, focused on tasks like creating brochures, operating collating machines, and even preparing seating charts for events. The CMO described how these responsibilities, though necessary, offered little in terms of strategic impact.
Today, that world feels like a distant memory. The responsibilities of CMOs in 2024 have evolved beyond recognition. They are now expected to lead data-driven decision-making, integrate advanced technologies, and play a direct role in shaping firm-wide business strategies. What was once an administrative function has become a cornerstone of law firm competitiveness in the modern era, with CMOs positioned as strategic leaders at the heart of client engagement and innovation.
The Strategic Role of Business Development in Law Firm Marketing in 2024
The role of the law firm CMO has evolved dramatically, becoming increasingly vital as firms navigate a fast-paced, globalized market. In 2024, the CMO is not only a strategic partner in defining and communicating the firm’s brand but also a key driver of innovation, client experience, and firm-wide growth. These leaders oversee complex, data-driven marketing strategies while ensuring alignment with business development goals. CMOs are tasked with recruiting, retaining, and developing cohesive, high-performing teams, often distributed across multiple locations and time zones.
Modern law firm CMOs are also expected to play a direct role in securing and expanding client relationships. Using advanced tools like client relationship management (CRM) platforms, predictive analytics, and artificial intelligence, they deliver personalized, data-informed approaches that build trust and deepen client engagement. This shift reflects the industry’s demand for CMOs who can translate data insights into actionable strategies, advancing business development in law firms to drive outcomes.
Additionally, the career trajectory for law firm CMOs has expanded. While some still move into COO or Executive Director roles, many now transition into positions like Chief Strategy Officer, Chief Client Experience Officer, or even CEO roles within related industries. These career paths highlight the growing influence and versatility of CMOs as strategic leaders in law firms and beyond.
Law Firm CMO Compensation in 2024
As the role of the law firm CMO has expanded into a cornerstone of strategic leadership, compensation trends reflect this growing importance. In 2024, CMOs in law firms command competitive salaries that rival those of their counterparts in other professional services industries. On average, law firm CMO salaries range from $250,000 to $500,000 annually, with additional bonuses and incentives often tied to firm performance, business development milestones, or client retention metrics.
Factors influencing compensation include the size of the firm, geographic location, and the complexity of the CMO’s responsibilities. For example, CMOs involved in global law firm marketing with extensive business development functions or technology-driven strategies tend to be on the higher end of the salary spectrum. Additionally, firms increasingly offer comprehensive benefits packages, including equity options, profit-sharing opportunities, and robust professional development programs, to attract and retain top marketing talent.
Beyond base salaries, CMOs often receive additional compensation in the form of signing bonuses, long-term incentive plans, and performance-based bonuses, which can significantly increase their overall earnings. This reflects the critical role CMOs play in driving firm growth and adapting to an ever-changing legal landscape.
As firms continue to prioritize innovation and client engagement, law firm CMO compensation is expected to remain competitive, ensuring that the role attracts dynamic, forward-thinking leaders capable of meeting the demands of the modern legal industry.
Law Firm Marketing and Business Development Continues to Evolve
The role of law firm marketing leaders has continued to evolve, necessitating a broader and more sophisticated skill set. Firms, from global legal law firms to those focusing on small law firm marketing, are increasingly recruiting professionals from diverse industries, including technology, consulting, and financial services, to infuse innovative strategies and perspectives. This trend reflects a commitment to adopting best practices from sectors that have long embraced data-driven marketing and client engagement.
Historically, law firms began this diversification by hiring professionals from public accounting and consulting firms, which had established global brands ahead of the legal industry. Some marketing leaders transitioned from legal practice, seeking roles that better aligned with their talents. Notably, in the early 1990s, Howrey & Simon appointed Mary K Young, a consumer products marketing manager, to lead its global marketing efforts, signaling a shift towards valuing diverse marketing expertise.
By 2016, The Alexander Group’s research indicated that approximately 25% of Am Law 100 firms had hired CMOs from outside the legal industry. This trend has accelerated, with recent external hires including executives from leading firms in various sectors. The expansion of CMO responsibilities to encompass business development is evident in titles such as Chief Business Officer, Chief Strategy Officer, and Chief Client Services Officer. Among the Am Law 100 firms that have appointed new CMOs in the past three years, a significant number have incorporated “business development” into the title, underscoring the integrated approach to marketing and client relationship management.
This progression highlights the legal industry’s recognition of the need for marketing leadership in law firms. It emphasizes crafting comprehensive law firm marketing plans capable of driving growth and innovation in a competitive landscape.
The Evolution of Law Firm Marketing Leadership: Trends from 2016 to 2024
In 2016, law firm marketing functions were undergoing rapid evolution, with several notable trends beginning to shape the industry. One significant development at the time was the integration of business development professionals into global practice groups. These professionals worked closely with practice management teams to create tailored strategies that aligned with both client needs and market conditions. Some firms even began consolidating oversight of business development and practice management functions under a single leader, offering career-broadening opportunities for professionals in both fields.
Fast forward to 2024, and these trends have matured and expanded. Today, business development is no longer just embedded in practice groups; it is deeply integrated into firm-wide operations. CMOs and their teams are leveraging cutting-edge tools like artificial intelligence, predictive analytics, and client journey mapping to create data-driven strategies that address market shifts in real-time. The roles of marketing, business development, and practice management have blurred, with some firms appointing Chief Growth Officers or Chief Strategy Officers to oversee these interconnected functions.
Additionally, the rise of digital transformation has redefined the skills required of law firm marketing leaders. In 2024, future-ready CMOs must be adept in areas like digital marketing, CRM system optimization, and global client experience management. Firms are also expanding their functions for marketing a law firm to include specialists in data science, content strategy, and even ESG (Environmental, Social, and Governance) communications, reflecting the broader trends influencing the legal industry’s direction.
As the legal market grows increasingly competitive and globalized, the role of law firm marketing executives will continue to evolve. The next wave of innovation is likely to include even greater reliance on automation, advanced personalization, and AI-powered insights, ensuring that marketing leaders remain central to driving firm growth and client satisfaction.
The Evolving Impact of the Law Firm Chief Marketing Officer
The role of the law firm CMO has transformed into a cornerstone of strategic leadership, driving growth, innovation, and client engagement in an increasingly complex and competitive legal industry. From leveraging advanced technologies and data analytics to integrating business development into firm-wide strategies, CMOs are shaping the future of law firm success. As the demands of the role continue to evolve, law firms are seeking dynamic leaders capable of navigating global challenges while delivering exceptional value to clients.
Over the course of our firm’s 35-year history, we have conducted nearly 800 operational, financial and administrative leadership searches for law firms—large and small, regional and global. During this time, law firms’ top business leadership position has become increasingly more strategic and global.
The Chief Operating Officer (or Executive Director, as the firm may title its top business leader) is responsible for managing the business operations of the firm. Interestingly, we have recruited a Chief Operating Officer for the same client three times in the past three decades. While the position description hasn’t changed significantly, the position requirements have changed dramatically.
With that backdrop, I thought it would be interesting to examine the experience and background of the COOs and Executive Directors of Am Law 100 firms. The results of our inquiry were mostly predictable, with a few surprises thrown in.
Does every law firm have a COO or ED?
Perhaps the biggest surprise is the number of Am Law 100 firms that do not have a Chief Operating Officer or Executive Director. Of the 100 top-grossing law firms, 87 have a COO or Executive Director (this is including current vacancies), with the trend decidedly toward calling the position Chief Operating Officer. Conversely, 13 firms do not have a COO/ED position. The largest firms currently not having the title (if not the role) are global giants Kirkland & Ellis (2,300+ lawyers) and Jones Day (2,500+ lawyers), which have long-time, highly respected veterans Brigitte Wooster and Bonnie Shute, respectively, as firmwide Chief Administrative Officers.
Long tenures are common
Of those in the COO or Executive Director role, 49 have been in their role for at least ten years and 35 have been in their role or at their firm for more than 15 years. Chuck Woodhouse at Gibson, Dunn & Crutcher, LeeAnn Black at Latham & Watkins, and Mark Langdon at Ballard Spahr win the prize for the longest tenure at 30+ years, though like many in the top role, all three joined their firm in financial roles. Of the Am Law 20, eight COOs and Executive Directors have been in their role or at their firm longer than 15 years. And let’s face it, no one will probably reach Earle Yaffa’s of Skadden Arps tenure. He joined the firm nearly 40 years ago and is retiring as a senior advisor at year end.
But there is turnover
Currently there are five active COO/Executive Director searches of Am Law 100 firms. Usually vacancies occur when long-standing COO/Executive Directors retire, while occasionally a COO/ED moves to a competitor or out of the industry.
The biggest surprise? Attorneys in the position
Almost one-fourth of all Chief Operating Officers or Executive Directors have law degrees. They fall into two categories: One group is comprised of partners in their firm who have been moved to an administrative leadership role. Others have law degrees, but have never practiced at their current firm.
What is the background of today’s COO?
A large number of Am Law 100 executive leaders hail from accounting or consulting firms. Most typically join law firms in a financial role and are promoted into the COO/ED role. There are at least nine COO/Executive Directors from Bain, Boston Consulting Group and McKinsey. Some were in financial/administrative management but others came from the consulting–specifically the strategy consulting practice of their firms.
There are interesting exceptions to the consulting and public accounting firm backgrounds that we see so often. Barnes & Thornburg’s Steven Merkel was formerly Chief of Operations at United States Military Academy at West Point and Mike Caplan at Goodwin Proctor successfully ran legal departments at Goldman Sachs and Marsh & McLennan. In keeping with its Bay Area roots, ten years ago, Morrison & Forrester tapped Pat Cavaney—who ran business operations at HP—for their COO role. At the time, it was seen as an innovative, out-of-the-box hire, but success and a broadening view of the role has changed that.
Future trends
It is an exciting time to be in law firm management. Global expansion, increasing complexity and, of course, compensation are attracting many non-law firm executives to the industry. At one time, law firms were somewhat reluctant to recruit from outside the legal profession, but no more. The success of those who have made the transition—coupled with the recognition that strategy, leadership and administrative talent are transferrable skills—will continue to broaden the talent pool for this role.
It’s time to raise the flag and celebrate our country’s independence. Although I write our annual Thanksgiving gratitude column, I also look forward to the Fourth of July. There is no holiday shopping frenzy, no chestnuts roasting on an open fire (seriously, we do need some new Christmas carols) or a mad rush to complete business travel. The Fourth of July has a casual, relaxed vibe. Think bare feet, shorts, burgers, beer and barbecue, warm weather evenings and fireworks. I have a lot of great Fourth of July memories, but will first yield the stage to my colleagues.
Bob Freeman My favorite July 4th memory is from 1991. My brother was a Marine and was one of the first soldiers deployed to Kuwait for the First Gulf War. He was expected home in August. On the Fourth of July, we answered a knock on our door only to find my brother who was released early and had a friend pick him up at the airport and deliver him to our home in Lake Jackson, Texas. There were so many tears of happiness that day. It was both an emotional and symbolic moment.
Kyle Robinson
My daughter, Isobel, was born on July 4, 2015. The day before, my wife and I had spent the day walking around The Galleria trying to bring on labor. My wife, with her Ph.D. in US History, kept telling our yet-to-be-born child how cool it would be to share a birthday with the country. We decided to head to the hospital to get assessed. After a quick exam, the doctor determined it wouldn’t be long. Sure enough on July 4th at 3:03 am we had our baby girl! Later that evening, in our room on the 14th floor of the hospital, we could see fireworks shows from different areas of the city. Of course, it was in celebration of Independence Day, but I told Isobel it was to celebrate her arrival. We are excited to celebrate our little firecracker’s 2nd birthday, again with fireworks next Tuesday.
Jane Howze My experience covered last July 4th weekend, and it mostly took place outside of the US. I am a huge concert fan. On a business trip to London last March, I learned that one of my idols, legendary singer/songwriter Carole King would be performing her landmark album “Tapestry” for the first time on July 3rd and that Don Henley would open for her. I quickly snagged front row tickets.
Don Henley gave one of his first performances since Eagles co-founder Glenn Frey died earlier in 2016. He thanked the audience for their cards, calls, and sympathy and talked about how difficult the year had been. With his voice breaking, he dedicated “Desperado” (the first song he and Frey co-wrote) to Glenn. You could hear a pin drop and also more than a few sniffles.
As the sun set and cast a heavenly glow on her baby grand piano, 75-year-old Carole King took the stage. As she started the first track of Tapestry “I Feel The Earth Move Under My Feet.” the cheers of the 90,000 fans did indeed make me feel like the earth was trembling. The audience sang so loudly, passionately that I thought I saw a tear roll down King’s face (and certainly down mine). King had not performed in London for 27 years. Who knows if she will ever perform again? I didn’t want this performance to end. It was an experience for the ages, which I wrote about for Culturemap Houston. The best part – after the concert itself — was that we flew back to the United States on the 4th of July. As we descended into Salt Lake City shortly after sundown, we were treated to dozens of firework displays. Another song came to mind: “and the fireworks bursting in air…..”
Bill Lepiesza Ten years ago this summer, my wife Claire (originally from England) received her US citizenship. It was a long process, with multiple interviews, a mountain of paperwork, but all worth it when two weeks after raising her right hand and swearing allegiance to the USA, we celebrated her first Fourth of July as an American. We live in San Diego, a Navy town at its core, and the Fourth here is a major patriotic event, replete with marching bands, parades, anthems, flags, and – of course – fireworks lighting up the city as far as the eye can see. While I, and many of my friends and colleagues, have had the good fortune to have been born in this country, those that undertake the process to become a naturalized citizen are even more passionate about the opportunities and values that we hold dear as a nation. I will never forget watching the celebration of our country’s birth through the eyes of a new citizen.
My turn: Uncle Sam speaks and the video that continues to play
I’m not sure I can top those experiences, but I do remember The Alexander Group’s Fourth of July video in 2015. We have always been ahead of the curve – we created holiday videocards before they were a dime a dozen and made donations to charities long before it was de rigeur. Frankly, the genre has gotten too crowded with overly commercial, sappy and well, boring holiday cards. We decided it was time for a change.
Why not focus on our country’s birthday to show our creativity and sense of humor with a video? We hired leading digital media agency, Jaded Palate Productions, who came up with costumes, an old VW bus, and a plan. It was and is (as you will see) a great video that allowed us to take a break from work and be film stars for a day. And for me, a Leo, what could be better than playing Uncle Sam?
However, the best-laid plans started to go wrong when the technology platform sending the video card failed. And I mean failed. Some of our clients got the video four of five times-daily for more than a week. Other clients did not get the video at all. We got responses ranging from “I loved the video on Monday, thought it was great on Tuesday but enough already” to emails from our CIO placements offering to come fix our system.
We compounded the issue by trying to send out individual emails with the video to those who did not get the video, but that resulted in the video being sent to everyone again. One client said it was the best example of Groundhog Day he had ever seen. One email response said only “please….stop.” Another UK client got the card ten times, and I am proud to say they are still a client. I saved all the questioning, frustrated and comical responses which make me hang my head in embarrassment as I reread them. They would, by themselves, make a good video.
But until next year, everyone have a happy Fourth of July, and if you don’t let me know what you think of my Uncle Sam costume, the video will keep coming.
Hats, Horses and Mint Juleps Win the Day
Well, some have the Masters, and others have the Super Bowl but for me, the true bucket list item is the Kentucky Derby.
So, after many years watching the “greatest 2 minutes in the history of sports” on television, and happening to be a third-generation Kentucky boy myself, there I was this past Saturday, up close and in person at Churchill Downs for the 142nd running of the Kentucky Derby.
What made it even more surreal, was that I was fortunate enough to be there with the Mayor of Louisville — the honorable, Greg Fischer — in his motorcade and on the red carpet, with the the world’s paparazzi in tow. It was an experience any attention-loving Leo would covet.
We arrived on Thursday to an airport abuzz with live ragtime music, pretty “ladies” dressed in clothes of a bygone era handing out bourbon balls, and enormous urns of long stemmed red roses that lined the walkways for yards. Louisville is not shy about their Derby weekend, the prices are jacked up beyond all recognition. “Thurby” –as they call it– is part of the show, so a brief, 5-minute cab ride can set you back $25.00, with a whiskey-throated, chuckling driver visiting from Ohio, taking your money with guiltless glee.
Swiftly, bourbon becomes the perfect solution to part with pain.
Kentucky folk love their bourbon and supply about 95% percent of the world. The problem is the best labels cannot leave the state. Rather than go to the Kentucky Oaks on Friday-the locals favorite day of racing– we opted to do a little bourbon tasting and found some extremely hard-to-find labels. Now, we had our final challenge…smuggling them home!
After a welcome gala at the Mayor’s building, a gorgeous turn of the century colonial, followed by the Vanity Fair party where we spotted Lindsey Vonn and Bob Baffert, it was time for the Saturday spectacle.
And, spectacle it truly was. A mostly crisp and sunny morning, around 72 degrees, with one hundred and sixty thousand people wearing everything from a double-breasted suit covered in Tito’s Vodka logos, to almost transparent dresses—all with hats to match. TV does not do justice to the famous Twin Spires and perfectly manicured grounds of Churchill Downs. It is an all-day affair. At 8 am the doors open, and the mint juleps start flowing in preparation for the races that start around ten am.
Now, if you have a chance to go, expect the lines to run around 90 minutes to get seated, but you needn’t catch the first race. Thousands of cars are parked on home owners’ front yards, where many of the residents prepare barbecue as an additional income generator to their parking services. Yes, the whole town participates in this Derby Day circus!
Now, luckily for us, we arrived by a police escorted motorcade, whisking by the traffic to the front door, or should I say red carpet, and were requisitely handed a mint julep. That same mint julep was magically full for the entire day. One of the perks of knowing the Mayor.
While everyone else was peering from the outside of the paddock, we were some of the few who walked through the horse’s paddock and into the winner’s circle. An unbelievable experience: the beauty and grace of the horses, the seriousness of the trainers and jockeys, the over hundred years of tradition, the array of colors and hundreds upon hundreds of glorious hats.
The tradition of the Derby really can be summed up in three words: horses, juleps and hats. At times between races, the main event was to roam around, people watch and snap hat shots instead of checking the odds for the next race. Enormous rainbow colored, plumed hats; over-sized floral hats; hats with brims so expansive there was no way you could find a face below; hats that resembled mini movie sets with horses and buildings and dollar bills.
The pride of the spectators is palpable, and the gracious southern manners are never overlooked. Our host family has sat in the same box for 40 years, a little outdoor area with six folding chairs where the family of about 20 ensure that they all have their julep ready to huddle in for the 6:34pm post.
We were fortunate in that we could watch the races from the box, or Turf Club, an indoor area with many screens, open bar, and eye candy galore. Not to mention the likes of Kate Upton, Megyn Kelly and Ted Cruz. Not found all together, of course. (I’m resisting comment on the luminaries.)
When it was time to bet on the big race, my phone started pinging like crazy. Friends from all over the country called and texted wanting to place bets. Exactas, trifectas, win place show. Lucky for me, I travel with my lucky girlfriend who with no homework seems to sniff winning horses by name. We had already banked $750.00 on a $20.00 bet on winning horse Camelot Kitten and were smugly watching the pros feign enthusiasm for our amateur accomplishments.
As the big race neared, people moved into the stands in throngs, the crowds roared, the classic “My Old Kentucky Home” was sung in unison, and with the ring of a bell they were off! The tough part for gamblers was that Nyquist, the favorite by a landslide, had little upside on the odds so we had no option but to bet on Exaggerator to win place and show. We did just fine. Exaggerator came in second. The best two minutes in sports had come to an end.
A beautiful buffet awaited us in a Louisville penthouse with all the trimmings: Smithfield ham and biscuits, mini hot browns – a real family favorite –and classic Derby pie. As we stared out onto the drizzly Louisville skyline, we raised a last glass of bourbon to the evening, toasting a day that neither Nyquist, nor I, will forget.
Much has been written lately about emotional intelligence and the role it plays in a successful career. But what is emotional intelligence? I suppose I could take the position that the U.S. Supreme Court took with pornography: “I can’t define what [it] is…but I know it when I see it.”
Let me start by saying what emotional intelligence is NOT.
Emotional intelligence has nothing to do with your intellect or IQ. We all have seen many executives who are incredibly intelligent but don’t have a modicum of common sense. Recently, I interviewed one of the top software executives in the country. He arrived at the interview late with no apology and, after ordering a glass of wine at 3 p.m., continued to take call after call. And he really wanted the position for this start-up technology company.
Emotional intelligence is not friendliness or empathy. While solid interpersonal skills play a role in emotional intelligence, all recruiters have stories of candidates who overstep boundaries by being overly familiar and talkative. My colleague Bill recalls an executive who sends him birthday and Easter greetings every year despite the fact he met her once eight years ago. While Bill enjoys the shout out and it makes for a good story, he is not sure that the candidate has appropriately sized up their relationship or lack thereof.
Emotional intelligence has nothing to do with honesty and integrity. Actually, I believe that some of the best con artists, embezzlers, and self-promoters have a high degree of emotional intelligence, which makes them effective at their dubious profession.
Emotional intelligence is not equivalent to good judgment, though they overlap. Good judgment is synonymous with making solid business decisions and choices. While someone who has emotional intelligence often has good judgment, many make sound judgments from facts but miss the unspoken cues that someone with emotional intelligence gets.
There is substantial disagreement over what emotional intelligence is, how it is measured, and whether it can be taught. Emotional intelligence starts with reading the environment, listening to your audience, and assessing the appropriate response based on spoken and unspoken prompts. Here are five ways that it or the lack thereof has played out in the interview process.
You have a meeting scheduled from 5 to 6 p.m. Evidence of poor emotional intelligence is arriving at 4:10 p.m. or taking 45 minutes to address the first question of “tell me a little about your firm or background.”
Your meeting is at a hotel restaurant at 10 a.m. Your host orders black coffee. You, on the other hand, notice there is a lavish breakfast buffet and excuse yourself before it closes, so you order a custom-made omelet and pile your plate with an assortment of pastries.
For your meeting with a top recruiter for a CMO position, you think the best way to show why you could work from Frankfurt rather than move to London is by bringing your newest squeeze to the interview. You fail to notice the look of horror on the recruiter’s face as your companion orders snacks for the table and monopolizes the conversation.
You are meeting the CEO of a company and, granted, it is a sunny day outside, but did you really have to don a red dress and heels when on your prior meetings you noticed that navy suits were the order of the day?
You meet with executives for a company for which you want to work or do work. The executives disagree among themselves about the position or project. While it would be easy to spout off a quick response and jump into the fray, the better tack is to pause, listen and ask more questions so that you are not jumping in on an internal political issue or have not misread the underlying communication that was taking place.
These are obviously blunders that require you to bury your face in your hands. But the news is not all bad. Many executives have highly developed emotional intelligence.
Last week, we covered five tips for first-time board members who are preparing for their first board meeting. There is a lot to learn—both about the company and its culture, as well as the board and its culture. Continuing last week’s column, here are more suggestions on how to be an effective, productive part of a company’s board.
6. Be prepared
Study and assimilate each meeting’s materials that the company has sent you, and do so before the meeting. Don’t use meeting time to read materials you had received in advance. It will be embarrassing for you and annoying to others if you appear inattentive and disinterested, or if you ask a question that was answered in the board materials. Be attentive during meetings—listen, observe and think.
7. Observe and use your wisdom and instincts.
Directors should exercise their wisdom. Being wise involves more than intelligence and good instincts: it requires knowledge, experience, observation, and assessment. This combination of skills and talents produces judgment that, over sufficient time, can lead to wisdom. You have already developed business acumen, but to become a wise director, you must learn how to hone your observation skills.
A wise person once said that you have two eyes and ears, but only one mouth; use them accordingly. Listen and observe at least twice as much as you talk. This is particularly applicable for your first few board meetings, when you are learning not only about the company, but about how the board works in practice—the personalities, the dynamics, and how the directors interact with each other and with the executive team.
Observe the board’s social culture, that is, the relationships and interactions among directors, themselves, and with the company’s management. What are the board’s unwritten rules and traditions? Does it have a developed “style” or way of conducting its business? Just how formal or informal, courtly or direct, are these interactions? A board’s social culture can vary greatly by industry, geography, and the company’s age. A Silicon Valley tech company’s board may operate and interact much more informally than a hundred-year-old northeastern industrial company’s board.
Do directors seek consensus, or do they move rapidly to a vote? Are there factions on the board? There can be, particularly when various constituencies like unions or large shareholders have won representation. If the board is consensus-driven, think about how you can use your facilitation skills in helping arrive at consensus; if it is decision-driven, think about how you can help sharpen the issue and state the question.
Remain observant before you enter and after you leave the boardroom. Many boards have a directors’ dinner prior to the board meeting. Do they use the time to discuss business or is it more about building relationships? One new director of a manufacturing company got off on the wrong foot by monopolizing dinner conversation talking about his gun hobby when the board typically used the board dinner to continue discussing company matters. He should have listened before “pulling the trigger.”
8. Understand your role, the board’s role, and management’s role.
A common mistake that new directors make is not knowing the difference between management’s role and the board’s role. We all know that officers manage a company and run its operations, and that directors oversee management on behalf of the shareholders and authorize and approve certain actions as law or stock exchange rules may require. Your questions and comments should reflect that you are performing this oversight role.
Directors are elected by the shareholders to represent the shareholders’ collective interests—not the interests of the CEO and not the interests of any particular shareholder or group of shareholders, with some rare exceptions. Again, your questions and comments should reflect that you are performing your oversight role on behalf of all shareholders, and not any particular faction or constituency.
While we are on this subject, one gripe we hear from senior management is that some board members try to foist their friends who are consultants or attorneys on the company when not requested. One CEO complained about a board member who asked management to meet with management consultants to whom he owed favors. These special favors waste management’s time and are not needed and inappropriate. Similarly, don’t recommend friends, contacts, or family for positions with the company unless asked.
9. Don’t point out every inconsequential error.
As a board member, you will be bombarded with information, data, and reports. Inevitably, you will find a few typos or numbers that don’t match up. Avoid wasting time by bringing up every mistake that you encounter. “Senior management is under a tremendous time pressure to get these board packages out, and they’re usually voluminous,” an experienced board director told us. “There are going to be inconsistencies in the data between when the CFO put his page together and the COO put his page together.” Focus on what is material, and don’t dwell on the inconsequential.
10. Ask for a mentor.
Many boards offer a formal on-boarding program and orientation for new board members. If your board does not have one, ask the Chairman, Lead Director or Chairman of the Nominating & Governance Committee for a mentor to help you assimilate quickly into the board.
11. The company’s employees are not your employees.
When you ask management for something—especially when it is for you—be cognizant of what you are asking for. Is it important to you performing your role as a director? Is it time-sensitive? Realize that management drops everything when directors ask for something. Be sensitive to their time.
12. Be available, and be of service.
One of the most common complaints we hear about board directors is that getting them together outside of scheduled board meetings can be like “herding cats.” Many board members are retired and serve on other boards, while others are still working. Everyone has demands on his or her time, but to be a successful board director, you must be available and responsive outside of meetings. Your responsibilities to the company shareholders and the board do not end when you walk out of the boardroom.
Likewise, don’t be afraid to go above and beyond the call of duty. One CEO raved about his new director because the director had asked if he could visit stores with the CEO after the board meeting. Another new board member of a company that was making a major acquisition told the CEO that if it would be helpful, she would be pleased to meet with the management team to share her experience with a similar type of transaction. As a board director, seek out ways to demonstrate that you are engaged and committed.
Continue reading for more expert advice on effectively communicating as a board director.
