Leslie Diorio has joined Ice Miller LLP as Director of Legal Recruitment. Ms. Diorio is a dedicated recruiting executive skilled in management, strategy, talent assessment, training, and data analytics. Previously, Ms. Diorio was Vice President, Talent Recruiting at Axiom where she acquired more than 20 years of legal recruitment experience.
Learn more about Ms. Diorio here.
This search was conducted and completed by Managing Director John M. Mann and Associate Jonathan Daniels.
After a successful 11-year run at Cubist Pharmaceuticals, former CEO Rob Perez asked himself, what next?
“While I loved (almost) every aspect of leading Cubist, my favorite part was helping to develop the unique culture that was a hallmark of the organization. And a big part of that culture was our extraordinary commitment to the community,” he said.
“There were many enticing and, frankly, flattering offers, but I found that nothing provided a greater return on happiness than giving back to others.” After much reflection and conversations with close friends and family, Perez founded Life Science Cares, an organization committed to eliminating the impact of poverty in the greater Boston area. “Being involved in the community, and helping others do so as well … gave me the greatest joy.”
Executive Directors of not-for-profit organizations report high levels of job satisfaction.
And he is not alone. A 2011 study of nonprofit executive leadership found that Executive Directors of not-for-profit organizations, like Perez, report high levels of job satisfaction. Ninety-one percent reported that they are very happy in their jobs or have more good days than bad. Sound attractive?
The opportunity to “do good” appeals to many chief executives who are looking to channel their leadership skills and good fortune more directly toward their community and causes.
But there are a few myths that must be confronted:
Myth #1: If I can lead a Fortune 500 company, I can run a nonprofit.
Much of what you have done in the private sector will be relevant, but there are some profound distinctions. Businesses have wide-ranging goals and objectives, but there is really only one focus: To make a profit. The goal of nonprofit organizations, however, is to “change lives.” That passion for the mission or the art often competes with—and sometimes trumps—business decisions. An Executive Director, and his or her board, must learn how to balance the two: develop and maintain a sustainable organization that also has the means to pursue its passion.
When a leader can’t affect performance through giving or withholding rewards, leadership style shifts from power to influence.
Another key distinction? In the business world, one enjoys a deep bench of talent. By contrast, nonprofit staffs are generally lean, paid at below-market wages and hampered by limited resources. And nonprofits often have large numbers of volunteers who aren’t getting paid.
“You can’t just pull everybody into a conference room and make them do something,” says Dean Niewolny, CEO of the Halftime Institute, a nonprofit organization that coaches and connects high-capacity leaders to serve communities. “When a leader can’t affect performance through giving or withholding rewards, leadership style shifts from power to influence.”
Jane Howze, Not-for-Profit Practice Leader at The Alexander Group, agrees: “A not-for-profit CEO does not have the power of promotions, salaries, or discipline to motivate teams. Instead, a not-for-profit CEO must rely on his or her ability to appeal to constituents by communicating the organization’s mission and vision.”
Myth #2: I’m not ready to retire; this will be an easy transitional role.
Many mistakenly believe working for a nonprofit is easier than corporate work. The work can be incredibly rewarding, but one will be expected to do the same work as before, and with fewer resources. The work takes passion and commitment.
It feels like I am just beginning and I couldn’t be more grateful.
Retired pharmaceutical executive Scott Boyer helped launch ROW Foundation in 2014 to deliver epilepsy treatments to underdeveloped countries. “All of this is happening at an age when many of my contemporaries have retired. For me, it feels like I am just beginning and I couldn’t be more grateful.”
He urges other executives considering a transition to “think about listening to that voice inside you that says you could make your ‘what if’ a reality and ignoring the voice that says you cannot.”
Myth #3: I know lots of people with deep pockets.
More important than who you know, is how you know them. A robust personal network indicates that one is adept at networking and building relationships—an important skill for nonprofit leaders. Executive Director candidates must demonstrate that they can continually seek new sources of revenue and in-kind support, whether donations, grants, corporate alliances, or partnerships with other community organizations.
Club promoter Scott Harrison used his social media influence to spread awareness of charity: water, the nonprofit he founded in 2006 to bring clean water to communities in developing countries. Harvard grad Elizabeth Scharpf engaged in a creative corporate alliance with Johnson & Johnson, the multinational consumer goods company, to lend brains, talent and equipment to Scharpf’s nonprofit organization Sustainable Health Enterprises (SHE). In exchange, SHE is sharing its innovations in producing affordable sanitary napkins in rural Africa.
A robust personal network indicates that one is adept at networking and building relationships—an important skill for nonprofit leaders.
Networking can also help attract new board members and create staff development opportunities including recruiting, education, best practice sharing.
Myth #4: I’ve served on a not-for-profit board; I can easily transition to Executive Director
Nonprofit board membership is very different from running the organization day to day. As a board member, you understand the need to balance the expectations of various stakeholders—local governments, donors, beneficiaries, employees, volunteers and the community at large—all with distinct points of view and demands. As Executive Director, however, those demands will routinely land on your desk. The buck stops with you. And balancing competing agendas takes diplomacy, tact and thick skin.
Balancing competing agendas takes diplomacy, tact and thick skin.
“Not-for-profits often have limited resources and competing demands for those resources,” says Howze. “It is up to the Executive Director/CEO, along with the board, to prioritize the resources. We see this quite often with voluntary health organizations in which some constituents’ priority is funding research in hopes of finding a cure in the future, while others are more focused on offering the best treatments, programs, and services for those presently afflicted with the disease.”
“Stakeholders with differing, and often conflicting, agendas can make a not-for-profit CEO’s job much more complex,” Howze emphasizes.
It has been a busy, exciting and productive spring and summer for The Alexander Group.
We celebrated the firm’s 40th anniversary, welcoming clients, friends, and family to The Podium at Porsche River Oaks in Houston. We’ve also welcomed industry-leading experts to The Alexander Group, expanded our reach with new locations and continued to identify world-class talent for our clients.
Tap here to read our Summer 2024 Newsletter here.
Stay connected to The Alexander Group and receive our quarterly newsletters by subscribing here.
There are many lessons to glean from the challenges that businesses faced during the COVID-19 pandemic. Leaders were suddenly tasked with guiding their organization through a volatile, ever-changing environment in which decisions had to be made quickly while keeping the health of their company and their workforce a priority.
For the thousands of pre-pandemic executive searches we conducted, the traits our clients most often asked us to look for were traits associated with high-performing business leaders: financial acumen, risk assessment, persuasive negotiating tactics, etc. Now, our clients are prioritizing the mental health of their workforce, and are seeking executives that not only have an aptitude for typical business skills, but who also possess traits that have proven to be effective in promoting the emotional stewardship of a workforce. Today’s most successful leaders display adaptability, empathy, and humility in executing their responsibilities.
Adaptability is key in a fast-paced business world. Adaptive leadership is defined by its emphasis on creativity, innovation, collaboration, and mutual respect to produce long-term change. A leader with these qualities can quickly assess a situation, identify the best course of action, and implement a plan that achieves results.
According to McKinsey, “adaptability is the critical success factor during periods of transformation and systemic change.” Surviving change is not the hallmark of adaptability, rather it is the ability to endure change, and use those learned experiences to move forward with purpose.
Empathy is another important leadership characteristic. Executives who are empathetic can see things from other people’s perspectives and understand their feelings. They can then use this understanding to build trust, motivate others, and resolve conflicts. This leadership quality proved especially important during the height of the pandemic when people were experiencing considerable amounts of stress.
Moreover, empathy has been shown to reverse the strains that stress puts on a person, particularly in their job performance. According to a Catalyst study of 889 employees, empathy has some profound effects on job performance. For example, 61% of employees who responded as having empathetic leaders were able to be more innovative, 76% reported being more engaged in their work, and 50% expressed that their workplace was more inclusive.
Microsoft CEO Satya Nadella credited the empathy he developed while raising his severely disabled son with shaping his drive to instill an empathetic culture at work. Empathy, Nadella writes, “[is] a quality that shapes our mission of empowerment at Microsoft and our quest to meet unmet and unarticulated needs of customers. And it’s the quality that helps us as a society move forward in creating new opportunity for all.”
Daniel Lubetzky built an entire company around the idea of empathy. He founded KIND with the idea that people would not only do the “kind thing” to their body by giving it a healthier snack option, but by doing kind things for others through acts of service and kindness. He believes that empathy gives executives a distinct competitive advantage.
He explains, “When I understand people with ease, I can accomplish more in both my business and my private life. Being able to access these skills is especially valuable in those moments when you feel threatened and your fight/flight instinct kicks in. If you can ask yourself questions like, ‘where is this person coming from?’ then you’re able to get to a more productive place quicker, thereby creating value for business and society.”
Humility is another highly sought-after characteristic among organizations looking for their next executives. Many companies even go as far as to have potential candidates do some sort of personality analysis or ask probing questions during the interview process designed to get a better idea of their aptitude for humility.
For example, humility-focused questions such as “Do you appreciate teammates’ feedback at work?” or “As a leader, do you think you’re entitled to more recognition than the rest of your team?” have become ways to determine a candidate’s ability to lead with humility, which, according to studies, has led to increased employee engagement, lower turnover, and stronger teamwork.
A study conducted by the University of Singapore and Arizona State University found that humble CEOs are more likely to have better-performing management teams, leading to better overall company performance. Antonia Hock, global head of the Ritz-Carlton Leadership Center, was asked by the Society for Human Resource Management what managers could do to lead with humility. She advised to ask yourself a few questions after leading meetings or having one-on-ones with your team members:
As businesses evolve, and the world continues to throw new challenges their way, executives are looked to for steady leadership. Although there are numerous traits that successful executives must have, perhaps the most important are the ones that define their personality. Adaptive, empathetic, and humble leaders are the ones best positioned to quickly gain the confidence of their teams, which is the foundation for success.
Much of The Alexander Group’s work involves assisting law firms in recruiting executives (many from outside the legal industry) to run their business operations. As law firm administrative talent has become more sophisticated, so has law firm governance structure. Rarely, now, do law firms’ managing partners or chairs maintain robust legal practices. Also, the role of chair or managing partner is not a lifetime assignment as it was in the not-so-distant past.
Although virtually all AmLaw 100 firms have an executive or management committee that functions like a corporate board of directors, some firms are taking different approaches to the top leadership position of a firm. One approach that is becoming increasingly popular is for a firm to elect two co-managing partners, or both a chair and a managing partner. One of the co-managing partners or the chair will focus on strategy and external issues, while the other two will ensure that their firms run well. Schulte Roth, Kramer Levin, Kobre & Kim, Sullivan & Cromwell, Mayer Brown and K&L; Gates are examples of firms adopting this leadership structure.
A Closer Look at K&L; Gates
K&L Gates LLP employs approximately 2,000 lawyers across five continents. It has grown rapidly over the last twenty years through key acquisitions and organic growth. Here is my conversation with K&L Gates Chairman Michael Caccese about how this governance structure works.
John Lamar: K&L; Gates is recognized for its strong operational foundation, culture and governance structure. You serve as the firm’s chairman and Jim Segerdahl serves as managing partner. Both of you and your partners describe this structure as a successful and synergistic partnership between the two of you. Can you talk about how that came about?
Mike Caccese: Prior to March 2017, K&L; Gates firm leadership had one person serving in both roles. The Firm’s Management Committee believed for numerous reasons that because of the growth of the firm both geographically and in headcount, along with the complexities of operating a global law firm in the 21st century, the roles of chairman and global managing partner should be separated.
John Lamar: Did you both assume your role at the same time?
Mike Caccese: Jim and I started our roles in March 2017.
John Lamar: Did you have a close working relationship previously?
Mike Caccese: Jim and I had a working relationship for many years although I worked in our Boston office and he is based in our Pittsburgh office. We were both members of the management committee and served as the two Vice Chairmen of the firm prior to 2017, which gave us the opportunity to work closely on firm strategic issues.
John Lamar: How do you divide responsibilities today in your respective roles as chairman and global managing partner?
Mike Caccese: Jim, as the Global Managing Partner, is responsible for the day-to-day management of the law firm and implementing the firm’s strategies established by the Management Committee. My role as Chairman is to work closely with the Management Committee on strategy, ensure that they receive the resources needed to fulfill their duties to the partnership, work closely with Jim on client and industry outreach, and assist Jim in implementing firm strategy.
John Lamar: How often do you communicate?
Mike Caccese: Jim and I communicate almost daily and use each other as sounding boards for addressing firm and industry issues.
John Lamar: How has your relationship and interaction with each other changed since Covid?
Mike Caccese: Since Jim and I assumed our roles our relationship has become very close. Covid has only made it closer, with both of us and the Management Committee addressing the Covid-related unprecedented challenges facing law firms, industry, and clients, few of which are the same across the various markets and geographies in which K&L; Gates operates.
John Lamar: Since you had not worked from the same office or practice group previously what did you both do to get the relationship off to such a positive footing?
Mike Caccese: It was not difficult. We both communicated frequently, shared similar visions, and focused on basing decisions on what is the best for the partnership. Communication, respect, transparency, and a common goal enable us to work together seamlessly for the benefit of the partnership.
John Lamar: We are seeing many of our other clients considering dual management roles such as the one you and Jim share. What advice would you offer them?
Mike Caccese: Do not be hesitant to separate the two roles. Running a law firm is very complex, multi-faceted, and takes a team effort. Make sure that the two leaders have excellent communication and listening skills, and both operate towards the same goals. Finally, have the roles well defined and make sure one of the two positions is clearly responsible for the day-to-day running of the law firm. One decision maker, two strategists.
ONE OF THE FASTEST-GROWING EXECUTIVE LEVEL POSITIONS SINCE THE PANDEMIC
Since the start of 2020, the COVID-19 pandemic has set in motion an avalanche of both short- and long-term challenges for business leaders. Executives were faced with the short-term challenges of finding ways to keep their businesses functioning amid quarantine orders, revenue losses, and office closures.
To work through the long-term implications of this global disruption, many organizations turned to their Chief Strategy Officer (CSO), a multifaceted individual tasked with developing and executing strategic initiatives. Major global companies such as Kohl’s, Hewlett Packard Enterprise, Petco, Molson Coors, and global law firm Kobre & Kim have CSOs in their C-suite to help develop and execute their organization’s long-term goals.
First introduced to the C-suite in the 1990s, the CSO ensures that the organization is well-positioned to meet potential future challenges, executes the Chief Executive Officer’s (CEO) initiatives, and positions the organization for long-term success. To be effective, a CSO must build a culture of trust through institutional and industry knowledge. This trust allows them the fortitude to make difficult strategic decisions.
The job of formulating a corporate strategy traditionally has fallen on the Chief Executive Officer. However, the complexities of the day-to-day operations of an organization often leave little time for chief executives to execute a long-term plan; this is where the Chief Strategy Officer steps in.
The Alexander Group celebrated 40 years of executive search leadership with an April celebration at The Podium at Porsche River Oaks in Houston. The evening drew more than 150 clients and friends of the firm, culminating in speeches from Managing Director and Founder Jane Howze, Managing Director John Lamar, and long-time client Larry Jobe, former Regional Managing Partner of Grant Thornton.
Other clients and friends of the firm attended the party, including Bud Simpson, a client since 1993. Bud was the former Chief Human Resources Officer for Coastal Corporation and a local not for profit leader. We also welcomed Linda Lang, former CEO of Jack-in-the-Box; Steve Taylor, CEO of the Arthritis Foundation, Phil Rudolph, former General Counsel of Jack-in-the-Box, Keith Fullenweider, Chairman of Vinson & Elkins, Kent Zimmerman, Senior Partner of Zeughauser Group, Nick Peacock, Chief Operating Officer of Baker Botts, Jay Sears, Managing Partner of NewQuest, Jim Katt CEO of US Cryo, Tom Brackin, CEO of American Omni Trading, and Andy Baker, former Managing Partner of Baker Botts.
Revved up and ready for the next four decades (and more) of service to our clients, the party featured a host of Porsche’s newest cars, a curated selection of light bites and special sips, a 360-camera booth, and a drawing for one party guest, who won Porsche test track experience.
Scroll through the images below for a look at The Alexander Group celebration.
Maria Anderson has joined Carlton Fields as Director of Legal Talent Management. Ms. Anderson is a seasoned law industry expert, knowledgeable in a wide range of areas, including talent management, attorney training and professional development, office administration matters, and workflow coordination.
Learn more about Ms. Anderson here.
This search was conducted and completed by John Mann and Michael Doering.
Kevin Herglotz has joined The Milken Institute as Executive Vice President, Institutional Advancement . Mr. Herglotz is a decisive business, government, and non-profit executive with more than 25 years of experience managing and solving complex operational issues and exceeding financial objectives.
Learn more about Mr. Herglotz here.
This search was conducted and completed by Jane Howze and Sarah Mitchell.
Sharlene Jenner has joined The American Heart Association as SVP, Digital Marketing. Ms. Jenner is an award-winning senior executive with more than 18 years of experience.
Learn more about Ms. Jenner here.
This search was conducted and completed by Amanda K. Brady and Jean Lenzner.
Tangela Richter has joined Geico as General Counsel. Ms. Richter is a creative, results-focused adviser with exceptional problem solving, client service and communication skills, adept at delivering sound legal and business advice.
Learn more about Ms. Richter here.
This search was conducted and completed by John Lamar and Sarah Mitchell.
