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

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

Here’s what you need to know.

1. It may be a lengthy process.

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

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

2. The basics.

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

3. Preparation.

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

4. Striking the right tone.

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

5. Use your time wisely.

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

6. Interviewing with a Nominating & Governance Committee.

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

7. Giving feedback on the company.

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

8. Your reasons for being a candidate.

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

9. Ask questions.

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

10. Final thoughts.

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

Board members and interns discussing the benefits of board membership

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

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

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

Seven Benefits of Board Membership

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

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

1. A way to segue into retirement.

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

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

2. Best practices.

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

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

3. Connect with other executives.

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

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

4. Compensation.

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

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

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

5. Prestige.

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

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

6. Strategic career move.

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

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

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

7. Opportunity to serve.

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

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

Maximizing the Benefits of Board Membership: Your Next Professional Move

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

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

First things first: The Initial interview with the search firm

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

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

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

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

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

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

Speaking of time, I have two observations…

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

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

Random dialogue clouds suggesting board member communication between several board members

Board member communication is a critical skill that can shape the effectiveness and dynamics of any board. From asking thoughtful questions to influencing decisions through collaboration, how an effective board of directors communicates often determines its success.

This guide is the third in our series exploring proven strategies for helping first-time and seasoned board members refine their communication styles and build stronger connections. If you missed our previous posts, you can find part one here and part two here.

6 Board Member Communication Tips

One of our readers suggested that you think of your first board as if you are being introduced to your spouse-to-be’s family. Maybe that is not the perfect analogy, but first impressions are hard to counterbalance should you make a mistake.

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

Question in the right way.

Think before you speak. Ask yourself:

What is my intent?
What is my objective?

One savvy director says he phrases his questions to promote discussion and allow the board to examine the issue more deeply.

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

Be time-conscious and make every moment count.

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

Stick to the essentials for effective board meetings and action. If the conversation derails, gently guide everyone back to the topic. Details matter and often merit discussion, but avoid “the weeds” unless the issue is the weeds. Those are better left to management.

Be open to adapting your board member communication style.

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

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

Be careful about how you discuss previous experience.

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

Instead, one veteran director suggests asking open-ended questions that compare strategies. “Could there be a better way to do this?” works much better than “At my company, we do it differently.” Balancing input and collaboration with others is one of the key responsibilities of a board member. This ensures that your experience adds value without overshadowing group dynamics.

Ask for feedback.

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

Provide feedback—but do it respectfully.

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

Effective Board Member Communication Can Enhance Your Leadership

Mastering board member communication is essential for building trust, fostering collaboration, and driving effective decision-making within any board. You can elevate your contributions and influence as a director by asking thoughtful questions, adapting your style, and providing constructive feedback.
If you’re ready to enhance your board’s leadership and find directors who excel in communication and collaboration, The Alexander Group can help. Contact us today to learn how our executive search expertise can support your organization’s success.

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

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

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

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

Cut your Losses

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

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

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

Others could have been more successful.

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

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

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

Coaching

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

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

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

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

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

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

Move the Person into Another Role

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

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

Learn from Your Mistakes

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

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

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

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

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

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

In recent years, mental health has emerged from the closet to be openly discussed in the business world. Corporate America talks about it in terms of work-life balance, burnout, and managing stress while offering resources and advice. Yet, I have never seen much written about post-traumatic stress disorder (PTSD).

Two years ago, I was involved in a horrible accident. It was an accident that changed my life in every way. I promised myself that once I got far enough away from it to gain perspective, I would write about it and what I learned.

It was one of those wonderful spring nights in Houston where the sun sets at 7:30, the humidity is low, and it is pleasantly warm—the days you just want to be outside. My husband and I walked to dinner two blocks away from our home as is often our habit. There were lots of people walking the streets, all enthused by the wonderful weather.

After dinner, we crossed the busy intersection of Kirby Drive, where people were crossing ahead and behind us. Suddenly, I was thrown in the air by a car that had run a red light and hit me. Time stood still, and out of the corner of my eye, I could see my husband being thrown in the air as well. My husband lay dazed in the middle of the street. I thought he was dead. I was covered in blood and also lying in the intersection. He later admitted he thought I was dead. Fortunately, other cars stopped and formed a circle around us to protect us from being run over us a second time. The driver reluctantly stopped but did not get out of the car. For a short period of time, I could not move my legs, and there was a large tire track where the car had run over my right foot. An ambulance arrived within ten minutes and, with sirens blaring, whisked us to the emergency room.

After spending the night in the emergency room, I was diagnosed with two broken legs along with a deep cut above my eye that required surgery. My husband was battered and bruised. I avoided surgery by agreeing not to put weight on my feet for two months and using a wheelchair. Healing my broken legs bruised and battered face would be the easy part.

Touring Amsterdam shortly after the accident.

The following day I posted details of my accident on Facebook assuring friends that I would be okay and vowing to get back to work the next week, wheelchair and all. Along with numerous messages of love and concern, there was a message from a therapist friend that said, “Jane I strongly recommend you and your husband get PTSD counseling.” I wondered what he meant because I was worried about getting from my wheelchair into a shower. It didn’t take long to find out.

During a torrential downpour the next day, we embarked on our first of many doctors’ appointments. My husband and I panicked. We knew what we could see but didn’t know what we couldn’t see—just like in the accident. Was a car going to come out of nowhere and run us down? Would we be unexpectedly rear-ended? Not surprisingly ,it took us 90 minutes to make the six-mile trip. I was shaking and in tears.

My emotions were not limited to car rides. As I recovered, I sat in my wheelchair in our home—a 17th-floor high-rise—where I looked out on the scene of the accident. My heart raced, and I broke out into a cold sweat as memories of the accident engulfed me—the sound of metal hitting my leg, the nearby pedestrians screaming for the driver to stop, and the claustrophobia I felt riding in an ambulance strapped to a spinal board. These thoughts consumed me.

I knew I needed help to deal with my emotional injury. The first order of business was to learn what PTSD is and what can be done to treat it.

What is PTSD?

Most people associate PTSD (post-traumatic stress disorder) with soldiers returning from combat. But it is broader than that. PTSD is an emotional reaction to traumatic events (accident, natural disaster, violence, assault) that can take the form of nightmares, heightened anxiety, avoidance, memory lapses, and intense physiological reactions to reminders of the trauma, such as rapid heartbeat and sweating.

Studies indicate that 3.5 percent of the US population will experience PTSD in a given year. It can happen immediately after the event or years later. People of any age, gender, ethnicity and background can experience it.

PTSD can be mild. One friend was in a bicycle accident and ended up in a ditch with no one to help her. While she does not have nightmares about the accident, she no longer rides bicycles, and the accident has not had any emotional impact on her except her depriving herself of the joy of bike riding. It can also be severe and affect the quality of one’s life. We all have heard stories about people who were sexually abused as a child and in their adult years start having recurring nightmares and anxiety so severe it affects their ability to sustain relationships.

Treatment for PTSD

There are many ways to treat PTSD, including medication, traditional therapy, and specific targeted therapies. Targeted therapies include Prolonged Exposure Therapy, which teaches individuals to approach trauma-related memories they have been avoiding, Cognitive Processing Therapy, which teaches people to identify how the traumatic experiences have affected their thinking and entail consciously modifying disturbing thought patterns that interfere with the patient’s life, and Eye Movement Desensitization and Reprocessing which involves the patient revisiting the trauma in bits and pieces with alternating stimuli (eye movement or tapping) in a structured session.

In my case, I did not want to take medication and knew that traditional therapy –talking about my childhood—would not help. I googled the Veteran’s Administration website, which has considerable information about PTSD and treatments. One referral led to another and to yet another, and I found a specialist who was close to my home (another positive since driving long distances was not in my traumatized husband’s wheelhouse, and I could not drive). My therapist specialized in Eye Movement Desensitization and Reprocessing (EMDR).

My therapy involved sitting face-to-face with my therapist. In her calm and soothing voice, she asked me to describe the accident—not only what happened but what I felt in my body as I described it. She would ask me to describe the negative feelings and rate the distress I felt. She did this while instructing me to follow her hand with my eyes or while tapping on my arm or leg.

I’m not sure why the eye movement works but one Harvard researcher hypothesizes that for reasons connected with the biological mechanism involved in Rapid Eye Moment (REM) sleep, internal associations arise and the client begins to process the memory differently and from an empowered place. My therapist, Jennifer Christian, states, “The body is made to heal; EMDR taps into this healing process, calms the nervous system, reduces the level of distress when remembering, and helps us to reconnect with ourselves.”

Each time I visited her and processed the memory I started to see it differently and my distress lessened. From being scared and angry, I started thinking, “Yeah, this happened, but you know what? I am okay. I survived. I am resilient.”

How long does the therapy last and does it work?

One of the benefits of EMDR therapy is that it is not something you do for years. Most protocols require eight treatments. After five sessions, I felt like my old self and saw the accident as just an unfortunate alignment of the stars rather than an event that would define who I was.

Before and after: Back in Amsterdam—and back on her feet—one year later

The EMDR Institute reports that more than 30 positive controlled outcome studies have been done on EMDR therapy. Some of the studies show that 84 to 90 percent of single-trauma victims no longer have post-traumatic stress disorder after only three 90-minute sessions. Another study, funded by the HMO Kaiser Permanente, found that 100 percent of the single-trauma victims and 77 percent of multiple trauma victims no longer were diagnosed with PTSD after only six 50-minute sessions. In another study, 77 percent of combat veterans were free of PTSD in 12 sessions.

With the focus today on mental health, perhaps corporations should investigate whether this treatment would be beneficial for depression, low self-esteem, or even work-related stress. One of the many lessons I learned from my accident was that talking about mental health and asking for help was part of the healing process.

Let the talking and healing begin.

Throughout the past year, we’ve enjoyed an array of global travels, meaningful books, thought-provoking films, and live music experiences that prompted us to dance and sing. Deeming something “the best” is a heady move, but The Alexander Group knows a few things about exemplary talent, so we offer these 2024 arts and pop culture superlatives as we head into 2025.

Jane Howze, Managing Director

Best Film: Documentary Daughters streaming on Netflix. It’s about a daddy/daughter dance, where the fathers are incarcerated. Look for it to get an Oscar nod.

Best Concert: It’s hard to pick as I went on a concert BINGE this year. Taylor Swift (multiple shows), Joni Mitchell at the Hollywood Bowl, and the Rolling Stones in San Francisco.

Best Trip/Travel Destination: The Gleneagles in Scotland for a bucket list golf trip.

John Mann, Managing Director

Best Film(s): Movies are Will and Harper and The Menendez Brothers documentaries. Will and Harper’s insight into a personal conversation with one of my favorite actors, Will Ferrell, and his good friend’s transformative journey.

The Menendez Brothers is gripping— the story of these infamous brothers and their plea for mercy.

Best Book: Framed by John Grisham (currently reading). It’s the perfect mix of my interest in nonfiction and crime thriller documentaries and shows like Dateline and 20/20.

Best Trip/Travel Destination: Spending Thanksgiving with family on the Big Island, Hawaii. It was an unforgettable week filled with beautiful moments, amazing company, fantastic golf, and breathtaking sunsets.

Jean Lenzner, Managing Director

Best Book: The Women by Kristen Hannah

Sarah Mitchell, Director

Best Book: All Fours by Miranda July

Wellness by Nathan Hill was a close second but was published in 2023

Best Concert/Album: Ben Folds at the San Francisco Symphony!

Best Trip/Travel Destination: We were absolutely delighted by our August visit to Bend, Oregon. Incredible hiking, views, food, and craft beer in Central Oregon. We can’t wait to go back.

Kyle Robinson, Director of Research

Best Film: Deadpool & Wolverine. Funniest movie I’ve seen in quite a while.

Best Trip/Travel Destination: Disneyworld! It was a trip “for the kids,” but it also fulfilled a lifelong wish for my wife and me. We can’t wait to go back!

Jacqueline Griffin, Director of Accounting and Administration

Best Book: The House of Cross by James Patterson

Best 2024 Concert/Album: Earth Wind and Fire and Santana

Anthony Ott, Senior Associate

Best Book: After the Rain by Alexandra Elle. It is a book comprised of gentle reminders for Healing, Courage, and Self-Love. It is for everyone learning how to dance in the rain. Your storms do not define you. Trust your pilgrimage and uncover your joy. It’s an easy peace-giving read.

Best Concert/Album: I went to The Beach Boys! How nostalgic that was!

Best Trip/Travel Destination: I was heading to New Orleans for a golf trip, but it was canceled at the last second because of a hurricane warning. I was at the airport and called by my brother, who was also there for our annual golf trip to celebrate our birthdays. We pivoted quickly to Las Vegas and got comped rooms at the Bellagio. We had an opportunity to play Bali Hai Golf Club, the only championship golf course remaining on the famed Las Vegas Strip. When we pulled up to the 18^th hole, Butch Harmon was there watching… the most nervous I have EVER been standing over a golf ball.

Abby Buchold, Senior Research Associate

Best Concert: Sarah McLachlan in early July was the only concert I attended this year—the tickets were a birthday gift from my husband. She performed all of the songs from her 1993 album, Fumbling Towards Ecstasy. I wore that CD out and had to buy a new copy in 1997! As trailing GenX-ers, her music was a college staple for my husband and me. She’s just as amazing now as she was in the 90s!

Best Trip/Travel Destination: We traveled to beautiful Thessaloniki, Greece with some friends in May. Thessaloniki is a lovely city in northern Greece on a bay just off the Aegean, and it is the hometown of one of our travel companions. Highlights included Mt. Olympus, Philippi, and Grevena, a town known as the mushroom capital of Greece. We had nearly perfect weather and enjoyed visiting many seaside tavernas for amazing seafood. I never thought I’d love fried sardines, but I do now.

Jennifer Lee, Administrative Assistant

Best Film: Deadpool & Wolverine

Best Book: Atomic Habits by James Clear (came out in 2018, but I read it this year)

Best Concert/Album: Ten Days – Fred Again

Best Trip/Travel Destination: Goldbar, Washington

Lindsay Ames, Research Associate

Best Concert/Album: My favorite concert of 2024 is a combination with my favorite travel destination (as my family and I haven’t been travelling much lately). Las Vegas, Nevada, for the Sick New World 2024 festival.

My husband and I have gone two years in a row to this festival, for its inaugural and second years, to see our favorite heavy/nu-metal band, System of a Down. We were planning to attend next year as well, but SOAD decided not to headline for 2025 (Metallica and Linkin Park, with their new lead singer, were co-headlining the bill instead), and the festival was not able to sell out like they had the first two years and canceled.

Lauren Elkhoury has joined Vinson & Elkins as Director of Pricing and Rates. Ms. Elkhoury is a cross-functional leader with extensive experience identifying and planning strategic initiatives to maximize revenue and profitability competitively.

Prior to joining Vinson & Elkins, Ms. Elkhoury Director, Practice Operations for Norton Rose Fulbright US LLP in Houston, Texas. Ms. Elkhoury received a Bachelor of Arts in Political Science from Tulane University.

“Lauren is a seasoned legal professional who will bring years of legal project management, pricing, and practice operations experience to Vinson & Elkins. She is known for her ability to plan strategic initiatives to maximize revenue and profitability competitively,” said Anthony Ott, Senior Associate, The Alexander Group.

Managing Director John Mann and Senior Associate Anthony Ott conducted and completed this search.

Vinson & Elkins LLP is one of the largest and most successful law firms in the United States, with approximately 700 attorneys. V&E consistently ranks as one of the most profitable law firms and is ranked 25th in the Am Law 100 with respect to 2023 based on profit per equity partner.

Collaborating seamlessly across 11 offices worldwide, V&E provides outstanding client service. The Firm’s lawyers and other professionals are committed to excellence, offering clients experience in handling their transactions, investments, projects, and disputes across the globe. Established in 1917, the Firm’s time-tested role as trusted advisor has made V&E a go-to law firm for many of the world’s leading businesses and investors.

My, how the times have changed. Not a decade ago, businesses sought to outdo each other’s holiday parties. Companies vied for the most astonishing locale, hottest caterer, and spirits—so much so that the production overshadowed the season’s true nature.

Ever since the New York Times and the New Yorker published articles chronicling allegations of sexual assault and harassment against producer Harvey Weinstein and seemingly every media star or mogul you have ever heard of, with more women coming forward each day, corporate America is taking notice.

Challenger, Grey & Christmas, an outplacement consulting firm, conducted a holiday party survey of 150 human resource representatives titled, “Is the ‘Weinstein effect’ causing companies to curtail celebrations?” The firm reported that about 10 percent of employers will not hold a holiday party this year after having held them in the past. Less than half of employers (47.8 percent) will provide alcohol at holiday parties this year, down from 62 percent in 2016. “Employers are currently very wary of creating an environment where inappropriate contact between employees could occur,” said Andrew Challenger, Vice President of Challenger, Gray & Christmas.

A Company Party has the Word “Company” in it.

During my 40-year career, I have attended more than 500 holiday and office parties. Most of them, even back then, were participated in by well-behaved executives, but there were always a few situations where you just shook your head and wondered, “What were they thinking?”

Not grokking the purpose of the party. Many people go to a holiday business party (theirs or a business client’s or partner’s) with a different mindset. They assume it is a party—which it is in a sense. More importantly, work occurs under various conditions, from regular workdays to those with many of the same people. There are people at the party who establish your salary, if you are ready for the promotion or if they want to do business with you. Because you are not in the office, it can be tempting to be overly casual or say things that you would not otherwise say in the office.
Hors d’oeuvres do not mean dinner. Some people at business gatherings make a beeline for the serving table and pile a plate so high with food that I worry the plate will crack from the weight. They eat so much that you cannot even distract them with a “happy holiday.”
Talking to only those with whom you work. If you are hosting a party for clients or potential clients, avoid the temptation to speak with your work colleagues. Remember, many of the people attending may only know a few people. You are a host, even if you don’t know many attendees.
Arriving too early or leaving too late. Nothing is worse than guests who attend a party 15 minutes before the event begins. Well, there is something worse: the guests have a good time staying long after the party ends.
Drinking too much. Getting sloshed at a business event is one of the worst ideas ever, but it happens at every holiday business party. And the next day, you can hear the whispers, “Did you see Evelyn struggle to find her way out of the house?” “Boy, Bob sure was not feeling any pain last night.” Do you want to be the person everyone talks about the next day? Will that engender respect or help your career? Enough said.

Advice from a Pro

Cindy Clifford, President of The Clifford Group and one of the nation’s leading PR gurus, has planned thousands of corporate events. She offers the following advice:

Dress up but not so much that you stand out. Consider the occasion. The attire for a business open house may differ from that of a cocktail party.
Arrive about 15 minutes after the party starts and leave before it ends. You don’t have to say goodbye when you leave; folks are busy. You can sneak out.
Mix and mingle with everyone. Avoid only talking to your close colleagues and those you know.
Make light conversation about holiday shopping, holiday plans, business, etc. It is not time to get into the nuts and bolts of work, especially not your career. And it goes without saying that this is not the year to discuss politics. Avoid pitching your business if you are at a prospective client’s gathering.
Eat the food. Someone planned this event, and they want to see people enjoying it. Don’t ask for a to-go box or act like this is your first meal in months.
Alcohol. If you have one or two drinks, switch to Perrier. Do not drive other colleagues home unless you are a solid, sober, designated driver.
There are different rules for home parties. If it’s at your boss’s home, bring a small gift. Do not bring a bottle of wine that says, ‘I didn’t put any effort or thought into this.’ Instead, get a book you love, a box of fancy candy, or something special. If you are attending a party at home, don’t ask for bourbon if only wine is served. Only wander the house if you ask. If you break something, let the host know.
Write a thank you note and mail it. This is so rare nowadays and very impressive to the receiver.
Respect others’ boundaries. Be careful not to become overly physically familiar with people you don’t know well. It is a new day, and it is better to err on the safe side.
Have fun. But remember, it’s business.

Illustration of teamwork with gears and lightbulbs symbolizing innovation and collaboration, supporting executive job search tips.

Executive job search tips can make or break your chances of landing a leadership role, especially when working with executive job search firms and experienced recruiters.

We’ve written advice on how to best prepare for, maximize, and manage meetings during a search process, whether with a search committee, a board of directors, videoconferencing, or a conference call.

Understanding executive job interview tips and showcasing qualities of professionalism are essential steps in setting yourself apart from other candidates. After all, professionalism in the workplace isn’t just about appearances—it’s about ensuring your actions align with your words and reflect your capabilities as a leader.

How to Lose Jobs and Alienate Interviewers

Generally, most successful senior executives are adept and experienced at the executive search process, but not all. And the exceptions have stood out vividly. Here are a few real-life examples of executive behaviors that have left these executive search professionals less than impressed.

Four Insights to Help You Succeed in the Executive Recruitment Process

Match your talk to your walk.
Little things make a big impression.
Where was I? Oh, yes…Stay on point.
Where there’s a will, there’s a way.

Match your talk to your walk.

How you conduct yourself during the search process speaks volumes about how you engage as a professional and business leader. It is an opportunity to “walk the walk,” not just “talk the talk.”

A Chief Operating Officer may say that he is “highly analytical, data-centric, and impeccably precise,” but if he repeatedly asks for schedules and agendas to be re-sent, does not remember the names of people he has met with, product lines, or critical business metrics; and (despite multiple corrections) continues to bafflingly mispronounce the company’s two-syllable name—your actions are speaking louder than your words.

Likewise, if you’re

a Chief Information Officer who has never used FaceTime, WebEx, or Skype;
a Chief Communications Officer and your resume is one solid block of text with mismatched fonts;
a Chief Accounting Officer and can’t work out the calculations on a travel reimbursement form,

you aren’t projecting the level of functional expertise commensurate with your profession.

Little things make a big impression.

Details matter, and making sure the fine points and “little things” are covered and done correctly is essential for success—as a Chief Executive Officer candidate recently learned. Having spent days and weeks flawlessly preparing, she called in a panic two hours before her final meeting with the board after realizing she had mistakenly flown to the wrong city. She was not selected for the role.

We recognize that many employers no longer require regular formal business wear in the office. However, it was clear that a candidate was not ready for prime time when he arrived to interview in a suit that had been out of use for so long that dusty coat hanger creases were permanently etched into the shoulder blades.

My colleague Jane Howze describes a search committee search she ran a few years ago: “The committee was deadlocked between two outstanding candidates. What broke the deadlock was that one of the candidates answered questions with ‘What WE need to do,’ while the other candidate responded with ‘What YOU all should do.’”

Small stuff? “Absolutely,” Jane agrees, “but one candidate had already aligned herself with the organization.” She was offered the position. Demonstrating business professionalism means being detail-oriented and prepared, ensuring that even minor oversights don’t overshadow your otherwise strong candidacy.

Where was I? Oh, yes…Stay on point

While the best leaders in their fields have a clear and tangible passion for their work, savvy executives also know how to express that passion in proportion to the receptiveness of their audience and the purpose of a discussion. Do not frantically whiteboard ideas like Russell Crowe in “A Beautiful Mind” to explain your vision. Instead, be nimble and calibrate your message to your audience.

Relatedly, it’s always important to remember to stay on point—especially if you tend to go off on a tangent. If the visual representation of your response to a simple question looks like this…

“I arrived at the firm to lead a significant turnaround; revenue was down 20 percent.”

“I joined on the same day as the firm’s new General Counsel. She had come to the firm from IBM. My brother once worked for IBM. He lives in Wyoming now. I’m headed to Wyoming in two weeks for a vacation. Three years ago, my wife and I vacationed in Paris. It was a nightmare getting there. Our original flight out was canceled, etc.”

…then, your ratio of digressions to relevant points needs inverting.

Where there’s a will, there’s a way.

Scheduling meetings between hyper-busy executives is always challenging. Most of us have calendars and schedules bursting at the seams. However, offering a 45-minute window of availability during June does not demonstrate priority, flexibility, or your willingness to participate in the process.

Along the same lines, constantly demonstrating to a company that you are “pleased where I am,” that it would “take something extraordinary for me to leave,” or that you “could not imagine a better situation than I currently have,” rather than demonstrating why the organization needs you, will not motivate a company to take those “extraordinary” steps.

As we have said before, it is always crucial to “stick the landing.” Sending thoughtful thank you notes to follow up after meetings can be a differentiating touch. Just be sure you have the correct email addresses and that the note to Phil Jones, Firm X, Managing Partner, doesn’t accidentally go to Phil Jones, Firm X, Database Intern.

Mastering Executive Job Search Tips for Success

The executive job search process requires attention to detail, professionalism, and strategic preparation. Avoiding these common missteps ensures you present yourself as the polished leader organizations seek.

While the best executive job search sites can provide helpful tools, partnering with experienced executive search professionals like The Alexander Group offers personalized insights and guidance beyond what online platforms offer.

For more executive job search tips, follow The Alexander Group on LinkedIn and explore our blog for additional resources to advance your career.