C-suite Archives - The Alexander Group

Developing Leadership Capability Across the C-Suite

(A Perspective from Beth Ehrgott, The Alexander Group)

In today’s world of constant disruption — shifting markets, rapid technological tides, uncertain economies — one enduring reality holds: the strength and trajectory of an organization ride on the shoulders of its leaders. For the modern C-suite, leadership development is no longer a checkbox exercise. It’s a strategic, evolving discipline.

Why It Matters

CEOs and the entire C-Suite are asked to operate on multiple planes: deliver positive financial results, build and sustain a growth culture, guide transformation, and anticipate the future. Leadership isn’t a static asset. It’s living, breathing, and must adapt with the same speed and intentionality that companies demand from the rest of the business.

At The Alexander Group, over four decades of working alongside boards and executive teams, we’ve observed that deliberate leadership capability building is the true differentiator of enduring companies. One of the most rewarding aspects of our work is helping clients define what leadership capability really means for their organization — not just for the next hire, but for the company they aspire to become. With preparation, clarity, and courage, these leaders become catalysts for growth and transformation.

The best companies see leadership capability as a long-term investment — cultivating leaders who adapt, innovate, inspire, and translate vision into impact.

Here’s a real-world moment that captures this:

Before beginning two pivotal C-suite searches for a publicly traded biotech client, the CEO and I invested time in reimagining what the leadership team would need two to five years out. Their science was world-class; their pipeline promising. But they lacked scaled commercial leadership globally and enterprise-level strategists who could lead the company through organizational metamorphosis. The CEO recognized that transformation starts with people — but also that leaders must be aligned in vision, drive a “we” culture, and carry both operational grit and strategic imagination. That groundwork shaped not only how we recruited but how the leadership narrative unfolded.

Seven Competencies You Must Cultivate at the Top

1. Strategic Capability

Turning vision into action is both an art and discipline.

Strategic capability means anticipating shifts, connecting the dots, and aligning people and priorities to long-term value. It’s where big-picture thinking meets purposeful execution.

2. Leadership & People EQ

When executives invest in leadership development, it signals that people matter. This isn’t about elevating a few individuals — it’s about shaping the collective DNA of an organization. Emotional intelligence, inclusion, and cultural stewardship turn leadership into a shared language that drives performance.

3. Operational & Cross-Functional Fluency

Complex organizations require leaders who think beyond their verticals. At scale, no function stands alone —appreciating how finance, technology, operations, commercial, and risk intersect leads to smarter decisions and deeper collaboration.

4. Digital & AI Aptitude

Technology has become another business differentiator. C-suite leaders don’t need to code, but they must know how to harness digital tools to unlock opportunity, mitigate risk, and make faster, data-driven decisions.

5. Change Resilience & Agility

Change isn’t an event. It’s constant. Agility helps leaders stay grounded while navigating uncertainty. The best leaders balance steadiness with speed — providing clarity and confidence when everything else feels in motion.

6. Governance & Board Readiness

Today’s executives often operate in the boardroom as well as the business. Understanding governance, fiduciary duty, and board dynamics strengthens stewardship and prepares leaders for broader influence.

7. Personal & Reflective Capacity

Great leadership begins with self-awareness. Reflective leaders pause, learn, and realign — they lead with clear, values-rooted decision-making. These are the quiet levers that help leaders remain authentic, ethical, and sustainable.

A Parting Thought

If leadership capability development is framed merely as a program or HR initiative, it will always fall short. Done right, it becomes part of the operating system — it’s how teams learn faster, collaborate more deeply, and stay one step ahead of disruption.

Over our more than 40 years at The Alexander Group, working with clients globally, we’ve seen how building intentional leadership capabilities not only elevates individual executives but also transforms the enterprise itself. And it’s an honor to partner with leaders who are willing to lean into that work — not just for today, but for what’s next.

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

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

Their collective wisdom can be distilled into six key actions.

Signal Visible Support from Day One

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

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

Create a Structured, Thoughtful Orientation

Don’t leave onboarding to chance.

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

Facilitate Relationship-Building Across the Firm

Speed matters in establishing trust.

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

Set Communication Rhythms and Clear Boundaries

Agreeing on communication protocols from the start is essential.

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

Balance Patience with Momentum

Early listening is critical.

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

Include Coaching and Team Building

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

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

The Payoff

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

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

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

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

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

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

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

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

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

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

Hecker Fink LLP enhances its operational leadership with the appointment of Aurelie Binisti.

Aurelie Binisti HR Director Hecker Fink LLP

Client: Hecker Fink LLP | Role: Human Resources Director | Candidate: Aurelie Binisti

Search Consultant: Sarah Mitchell

Overview

Hecker Fink LLP, a premier litigation boutique known for its high-stakes legal work and commitment to public interest, partnered with The Alexander Group to identify a Human Resources Director. The firm sought a strategic leader to oversee and enhance its human resources functions, supporting its continued growth and dynamic work environment.

Key Leadership Need

As Hecker Fink LLP expanded its team of elite litigators and staff, the firm required a human resources executive capable of managing complex HR operations, fostering a collaborative culture, and aligning HR strategies with the firm’s mission of delivering exceptional legal services and advocacy.

The Alexander Group’s Approach

Director Sarah Mitchell led the search, focusing on candidates with extensive experience in human resources leadership across diverse industries. The search emphasized finding a professional with the adaptability and emotional intelligence to thrive in Hecker Fink’s fast-paced and mission-driven environment.

Execution Highlights:

Developed a tailored search strategy aligned with Hecker Fink’s organizational goals and culture.
Identified candidates with a proven track record in strategic and operational HR management.
Assessed candidates for cultural fit, leadership capabilities, and the ability to contribute to the firm’s continued success.

Successful Placement and Impact

Aurelie Binisti, a seasoned human resources professional with over 15 years of experience in media and financial services, was appointed as Hecker Fink LLP’s Human Resources Director. Prior to joining the firm, she served as Executive Director of Human Resources at OMD for Omnicom. Aurelie holds a master’s degree in human resources from SUP RH in Paris, France.

Immediate benefits:

Strategic HR Leadership: Aurelie brings a wealth of experience in developing and implementing HR strategies that support organizational objectives.
Operational Excellence: Her background ensures efficient management of HR operations, contributing to the firm’s overall performance.
Cultural Alignment: Aurelie’s interpersonal skills and adaptability make her well-suited to foster the firm’s collaborative and high-achieving culture.

Insights from the Executive Search Consultant

“Aurelie combines the right mix of functional skills with high emotional intelligence and adaptability to lead and thrive within this growing, dynamic environment.”

— Sarah Mitchell, Director, The Alexander Group

About Hecker Fink LLP

Hecker Fink LLP is a formidable litigation boutique specializing in high-stakes legal matters, including white-collar criminal defense, complex appellate litigation, and public interest cases. The firm is dedicated to achieving the best possible results for clients through fierce advocacy, creative strategies, and forward-looking advice.

About The Alexander Group

Specializing in executive search for law firms and financial leadership roles, The Alexander Group delivers strategic, results-driven placements tailored to each client’s unique needs.Interested in learning more about our executive recruitment services? Contact The Alexander Group today.

Tony Capecci has joined Haynes and Boone, LLP as Director of Practice Innovation.

Mr. Capecci is an experienced legal technology leader with two decades of experience in legal technology and more than a decade of experience spearheading the procurement, development, and implementation of legal systems in fast-paced environments.

Prior to joining Haynes & Boone, Mr. Capecci was Associate Director, Litigation & Practice Delivery at Kirkland & Ellis. Mr. Capecci received a Bachelor of Arts in Interactive Multimedia from Columbia College Chicago.

Director Sarah Mitchell and Senior Associate Michael Doering conducted and completed this search.

“Tony has a deep understanding of the technology needs of a practicing lawyer, coupled with the leadership, intellectual curiosity, and passion for innovation needed to succeed in this role,” said Mitchell.

Haynes and Boone, LLP is a highly respected American Lawyer top 100 law firm, with more than 600 lawyers and 425 non-lawyer employees in 18 domestic and three international offices, and over 40 major practices.

The firm has grown from a two-person firm in 1970 to a global leader through its client-first focus, which informs its decisions and processes, and the collaborative nature of its people, which makes the work environment healthy and pleasant.

The firm’s culture focuses on teamwork, an environment of mutual respect, and a long-term view that supports investing in the future.

Tony Dorazio has joined Aither Systems as Chief Executive Officer.

Aither Systems is a growing company commercializing Energy as a Service solutions for the telecom sector. The company designs, builds, operates, and monitors microgrids, control software and related infrastructure, which optimize asset resiliency and reduce carbon emissions. Aither recently received an investment from EnCap’s Energy Transition Fund.

Mr. Dorazio is a seasoned power industry executive with more than 20 years of global experience in companies with scales ranging from utilities to distributed generation to microgrids, and he has built and led organizations focusing on solar, wind, and battery energy storage technologies. Mr. Dorazio received an MBA from Long Island University and a Bachelor of Science in Electromechanical Engineering Technology from State University of New York.

Director Leah Salinas and Managing Director Jonathan Verlander conducted and completed this search.

“Tony is a highly experienced leader who brings a unique blend of experiences to this role. The Aither and EnCap teams are excited to see the impact he will have as Chief Executive of the company,” Leah Salinas, Director, The Alexander Group. “We were very pleased to partner again with EnCap’s Energy Transition team on this search, and we look forward to continuing to support them in the future.”

Aither Systems is a growing company that is commercializing Energy as a Service solutions
(focused on behind-the-meter energy capture, storage, and management) for the telecom sector.

The company designs, builds, operates, and monitors microgrids, control software and related infrastructure, which optimize asset resiliency and reduce carbon emissions. The company has developed multiple promising product lines and is in the initial stages of commercialization with a major telecom provider.

Global law firm Morrison & Foerster enhances operational leadership with the appointment of Brian Gross as Chief Operating Officer.

Client: Morrison & Foerster LLP | Role: Chief Operating Officer | Candidate: Brian Gross

Recruiters: John Lamar, Managing Director and Sarah Mitchell, Director

Overview

Morrison & Foerster LLP (MoFo), a premier global law firm recognized for its work in technology, life sciences, finance, and litigation, partnered with The Alexander Group, a global executive search firm, to recruit a Chief Operating Officer (COO). As Morrison & Foerster continues to scale its international operations and deliver innovation-driven client service, the firm sought an experienced leader to optimize its business functions, drive operational excellence, and support long-term strategic growth.

Key Leadership Need

The firm required a Chief Operating Officer who could oversee the firm’s operational, financial, administrative, and marketing functions on a firmwide basis. The ideal candidate would enhance collaboration across practice groups and business services, strengthen internal systems, and align firm operations with Morrison & Foerster’s global growth strategy while maintaining its culture of innovation and service excellence.

The Alexander Group’s Approach

Managing Director John Lamar and Director Sarah Mitchell led a targeted executive search, focused on identifying operational leaders from top-tier law firms and professional services organizations.

Key priorities included:

Proven leadership across finance, HR, IT, marketing, and administrative operations
Expertise in driving business growth, operational transformation, and strategic initiatives
Success leading cross-functional teams and fostering collaborative, high-performance cultures

Brian Gross was selected for his strategic leadership at Boston Consulting Group (BCG), where he served as COO for North America and Managing Director and Partner, as well as for his proven ability to build high-performing teams and operationalize firm-wide growth strategies.

Successful Placement and Impact

Brian Gross joined Morrison & Foerster LLP as Chief Operating Officer. With over two decades of leadership experience across professional services, including BCG and prior business development and recruiting leadership roles, Brian now leads MoFo’s financial, operational, marketing, and administrative functions globally.

Immediate Impact:

Strengthening alignment of business operations with firmwide strategic initiatives
Optimizing internal processes to support cross-office collaboration and client service delivery
Building operational teams and infrastructure to sustain long-term growth and innovation

Insights from the Recruiters

“Brian’s extensive experience as a senior operations executive, his demonstrated ability to build and lead teams, and his strong strategic skills will serve Morrison Foerster well as the firm continues to expand its global platform.”

— John Lamar, Managing Director, and Sarah Mitchell, Director, The Alexander Group

About Morrison & Foerster LLP

Morrison & Foerster LLP is a leading global law firm with more than 1,000 attorneys across 17 offices worldwide. The firm is widely recognized for its innovation, diversity, and outstanding client service across sectors including technology, life sciences, finance, and litigation.

About The Alexander Group

The Alexander Group is a global executive search firm and an executive search firm in Houston. The firm serves industries including legal services, life sciences, healthcare, financial services, energy, technology, consumer goods, and nonprofit organizations, delivering strategic, results-driven leadership placements tailored to each client’s needs.

Interested in learning more about our executive recruitment services? Contact The Alexander Group today.

Washington, D.C.–based law firm, Wiley Rein LLP, strengthens financial leadership with the appointment of Brad Bonneau as CFO.

Client: Wiley Rein LLP | Role: Chief Financial Officer | Candidate: Brad Bonneau

Recruiters: Managing Director/Chief Client Officer Amanda K. Brady and Senior Associate Michael Doering

Overview

Wiley Rein LLP, a nationally recognized law firm renowned for its expertise in regulatory, litigation, and government affairs, has partnered with The Alexander Group, a global executive search firm, to recruit a Chief Financial Officer (CFO). As the firm continued to expand its national footprint and practice capabilities, it required a seasoned financial leader to optimize financial operations, implement scalable processes, and drive data-informed decision-making.

Key Leadership Need

The firm needed a CFO who could oversee all financial functions, including budgeting, financial reporting, forecasting, client funds management, billing and collections, and audit oversight. Wiley sought a leader capable of strengthening financial performance, modernizing internal accounting systems, and supporting strategic growth initiatives across multiple practice groups.

The Alexander Group’s Approach

The Alexander Group conducted a targeted national search for finance executives with deep expertise in professional services operations, particularly within the legal sector.

Search strategy highlights:

Identified CFOs experienced in budgeting, projections, client pricing models, and audit oversight
Prioritized candidates with a strong background in law firm accounting systems and financial reporting
Emphasized leadership skills in managing financial teams and driving operational improvements

Brad Bonneau emerged as the top candidate based on his extensive financial leadership experience at Chapman and Cutler LLP, where he served as CFO, and his proven ability to modernize finance functions while mentoring and developing professional accounting teams.

Successful Placement and Impact

Brad Bonneau joined Wiley Rein LLP as Chief Financial Officer. He brings over two decades of financial leadership experience in the legal sector, including financial planning and analysis, budgeting, client fund management, tax compliance, and optimization of accounting systems.

Immediate Impact:

Initiated upgrades to financial reporting and internal accounting processes
Strengthened budgeting and forecasting accuracy across the firm
Developed streamlined models for client billing and alternative pricing strategies
Enhanced collaboration between finance and practice leadership teams

Insights from the Recruiters

“Brad is the ideal strategic business partner to Wiley’s forward-thinking executive team.”

-Amanda K. Brady, Managing Director/Chief Client Officer at The Alexander Group.

About Wiley Rein LLP

Wiley Rein LLP is a Washington, D.C.–based law firm with more than 240 attorneys practicing in areas such as telecom, insurance, government contracts, and public policy. Known for its focus on regulatory and litigation matters, the firm has earned a strong reputation for delivering strategic client solutions.

About The Alexander Group

The Alexander Group is a global executive search firm with offices in Houston and other U.S. cities. Serving industries including legal services, life sciences, healthcare, financial services, energy, technology, consumer goods, and nonprofit organizations, The Alexander Group specializes in delivering strategic, results-driven leadership placements tailored to each client’s needs.

Interested in learning more about our executive recruitment services? Contact The Alexander Group today.

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.

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.