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During my 40 years in the search business, I have made offers, negotiated offers, and even rescinded a few.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.
Adrienne McDunn understands difficult people. Especially those in the workplace.
It was a skill established early in McDunn’s career, enabling her to really listen and build connections among coworkers. That intangible ability caught the eye of management, and they assigned her to a project with several “difficult” personalities. Where everyone else saw a tangle of conflict, Adrienne saw opportunity, successfully bringing together the people and the project.
Those interactions laid the groundwork for her role as President and CEO of Personalysis, a science-based tool that assesses an individual by identifying three specific personality parts. The three-in-one assessment defines how a person thinks, makes decisions, processes information, and expresses themselves. It also illuminates their preferred communication style and what they consider meaningful work.
The Houston-based company is a tool in the kit of Fortune 500 organizations and small and medium-sized businesses across a variety of industries. It’s a resource used by The Alexander Group as part of the onboarding process to understand each member of the team better.
“You see someone with brand new eyes,” McDunn said. “You learn to respect their strengths and play to them. It’s a benefit to the team.”
Ideally, Personalysis is used during onboarding, although it’s beneficial for businesses at any point of progress. As companies continue to coalesce post-Covid, Personalysis assessments are helpful for in-person interactions.
“So many teams have been isolated and there’s collapsed relational communication. Methods of communication are more direct, people are more likely to send an email, when some situations benefit from a discussion,” McDunn said.
Adrienne McDunn
The Personalysis assessment involves a selection of questions and one of two choices for each question. There are no wrong answers, but assessment takers have one extreme answer or the other when making selections. That’s intentional, McDunn said.
“We were deliberate on the creation, as it gives us a true read of an individual. We are trying to distinguish characteristics; it reads the way we can see how you operate in the world.”
Around The Alexander Group office, it’s not uncommon to hear phrases such as, “That’s your red coming through” or “That’s how a blue would approach that situation,” because test results are signified by red, yellow, blue, and green. The Red Perspective is the expeditor, Yellow is the collaborator, Blue is the explore,r and Green is the organizer.
Reds like to blast through their to-do list, focusing on simplicity and speed. They are often described as intense and laser-focused. Reds lean toward the questions “What” and “When,” skipping the small talk and heading directly to the point.
Yellows focus on relationships and inclusion, gathering others’ opinions and discussing solution options. A Yellow’s communication style is upbeat and inviting and in meetings, they focus on the positive. Yellow personalities love working with the team on a variety of tasks, helping others along the way.
Blues are visionaries. Their curious and innovative natures keep their minds always busy and their wheels spinning, but rest assured, blues are constantly contemplating scenarios and solutions. Blues rely on context and purpose, and their communication style is inquisitive, clarifying, and informative.
Green’s comfort zone is rooted in stability. They are logical, linear, and logistical, thriving in process-orientated situations. Green relies on verifiable data to make decisions and is the point person for all things organizational. Need to bring order to chaos? That’s a job for Green.
Understanding a team’s personality strengths and differences is beneficial in multiple ways. Focusing on relationships creates a more collegial and productive environment, allowing for coordinated action. Another by-product of building a strong team?
Trust.
“It says you’ve got my back,” McDunn said.
McDunn travels extensively, working with teams of all sizes, but she also spends time with senior executives and board members for in-depth coaching sessions. These sessions help the C-suite understand their personalities, which in turn leads to a more productive work environment.
McDunn believes the power of Personalysis lies not in the color but in the intention each color represents.
“If you become more self-aware, you ask, how do I work better? The tool identifies behaviors and motivation to do that.”
Working better.
Communicating effectively.
Building trust. These are the building blocks for success in and out of the workplace.
Reed Smith LLP enhances global client engagement with the appointment of Gillian Ward.
Client: Reed Smith LLP | Role: Chief Marketing and Business Development Officer | Candidate: Gillian Ward
Search Consultants: Amanda K. Brady, Sarah Mitchell, Pam DeLuca
Overview
Reed Smith LLP, a dynamic international law firm with over 1,700 attorneys across 30 offices worldwide, partnered with The Alexander Group to identify a strategic leader for the Chief Marketing and Business Development Officer role. The firm sought an executive capable of unifying its global marketing and business development strategies to support continued growth and integration.
Key Leadership Need
The firm required a seasoned professional to align marketing, client development, and operational initiatives across its global platform. The ideal candidate needed extensive experience building integrated strategies across jurisdictions, supporting firm-wide growth, and serving as a key executive partner to the firm’s leadership.
Developed a tailored search strategy aligned with Reed Smith’s vision for worldwide integration and client-centric growth
Identified senior leaders experienced in marketing transformation and operational execution across multiple geographies
Assessed candidates for executive presence, strategic capability, and alignment with firm leadership
Successful Placement and Impact
“Gillian is a key strategic hire for our firm as we focus on growing client relationships and expanding our presence in new and existing markets.
– Nick Bagiatis, Chief Operating Officer, Reed Smith LLP
Gillian Ward, formerly the Global Chief Marketing Officer at Bryan Cave Leighton Paisner LLP (US), was appointed Reed Smith’s Chief Marketing and Business Development Officer. She previously held senior leadership roles at Baker Botts LLP and brings extensive expertise in market development, client growth programs, and strategy formulation.
Immediate benefits:
Unified Global Marketing Strategy: Gillian will oversee the integration of marketing and business development functions across Reed Smith’s 30 international offices.
Strategic Growth Leadership: She brings a data-driven, client-focused approach to marketing that supports Reed Smith’s continued platform expansion.
Executive Collaboration: As a key partner to the firm’s leadership, Gillian will contribute directly to high-level strategy and decision-making.
Insights from the Executive Search Team
“Gillian brings broad experience helping global law firms design and integrate marketing and business development initiatives across practices and continents, ensuring a comprehensive and holistic approach to support growth. She will be a key member of Reed Smith’s executive team and the ideal partner to Chair Casey Ryan and COO Nick Bagiatis as they lead the firm through continued strategic growth of its global platform.”
— Amanda K. Brady, Managing Director and Chief Client Officer, The Alexander Group
About Reed Smith LLP
Reed Smith LLP is a global law firm known for its deep industry knowledge, collaborative culture, and innovative approach to legal service delivery. With offices in the United States, Europe, the Middle East, and Asia, the firm advises leading businesses on complex litigation, regulatory matters, and high-stakes transactions. Reed Smith is recognized for forging long-term client relationships and delivering forward-thinking legal solutions that support business growth.
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 needs.Interested in learning more about our executive recruitment services? Contact The Alexander Group today.
Hecker Fink LLP enhances its operational leadership with the appointment of Aurelie Binisti.
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.
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.
“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,” saidMitchell.
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.
Brad Bonneau has been named Chief Financial Officer at Wiley Rein LLP. Mr. Bonneau is a seasoned professional with a proven track record leading financial strategy and operations for successful, growing professional services organizations.
Prior to joining Wiley Rein LLP, Mr. Bonneau was CFO for Chapman and Cutler LLP. Mr. Bonneau received an MBA from Purdue University-Krannert School of Management and a bachelor’s degree in accounting from Northern Illinois University.
Managing Director/Chief Client Officer Amanda K. Brady and Senior Associate Michael Doering conducted and completed this search.
“Brad is the ideal strategic business partner to Wiley’s forward-thinking executive team,” said Amanda K. Brady, Managing Director/Chief Client Officer at The Alexander Group.
Wiley Rein LLP is a preeminent law firm wired into Washington. The firm advises Fortune 500 corporations, trade associations, and individuals in all industries on legal matters converging at the intersection of government, business, and technological innovation.
The firm’s attorneys and public policy advisors are highly respected and have nuanced insights into the mindsets of agencies, regulators, and lawmakers. In 2023, the firm celebrated its 40th anniversary.
Wiley has evolved from a firm of 39 attorneys –founded in 1983 with a primary focus in Communications and Litigation – to one with more than 260 lawyers and advisors that is globally known for its work in a wide range of practices.
This blog about professional beards was originally published in April 2015 and remains one of The Alexander Group’s most-read blogs.
Professional beards are back and in a big way. The past few years have seen a significant upturn in the number of men wearing their facial hair “loud and proud,” both inside and outside of the office – a trend spanning industry, age, and even socioeconomic groups – leading to the inevitable question: “To beard or not to beard?”
Many of the world’s business leaders are sporting facial hair. Beards for professionals grace the faces of
Sundar Pichai, CEO of Google and Alphabet
Reed Hastings, Co-founder and Executive Chairman of Netflix
Matt Parker, Executive Chairman of Nike
Dara Khosrowshahi, CEO of Uber
Larry Ellison, Co-founder, executive chairman, and CTO of Oracle
The newspaper’s front page hasn’t been this hirsute since Carnegie, Rockefeller, Gould, Morgan, and other captains of industry were shaping the economy.
The Shaving Razor Market: Trends and Growth Outlook
The shaving razor industry has seen modest growth, with U.S. revenue reaching $2.9 billion in 2025 at a 1.0% CAGR. In Europe, the market is projected to hit $6.67 billion, growing 1.16% annually. While the industry declined around 2015, demand has stabilized as consumers embrace premium and sustainable grooming products.
This shift reflects a broader trend—the changing role of facial hair in professional settings as beards become more accepted. Whether maintaining a beard or a clean shave, grooming choices now hold greater significance in personal and professional branding.
Professional Beards, Business, and Changing Perceptions
What has led to this dramatic change? Facial hair and capitalism have a connected history. Beards were once considered an indicator of liberal, anti-establishment views and dissident tendencies, championed by men like Karl Marx and Friedrich Engels, Che Guevara, and Fidel Castro.
However, not since the Robber Barons have professional beards been as popular in conservative, capitalist boardrooms as they are today. The hirsute look is currently not tied to any threatening economic or political ideology, and according to The New York Times, whiskers “no longer code as a threat.”
How Recession and Innovation Reshaped Grooming Trends
One interesting hypothesis is that many professionals began growing beards due to the recession of 2007-09. Christina Binkley of The Wall Street Journal describes two financial services professionals who lost their jobs and stopped shaving. She also points out that Al Gore grew a beard after losing the presidential election in 2000, stating that “it’s one of those tiny luxuries unleashed by unemployment.”
A significant contribution to the growing popularity of scruff comes from the technology industry.
The tech industry’s relaxed culture prioritizes innovation over strict dress codes, making facial hair widely accepted. Unlike traditional corporate environments, tech leaders are valued for their ideas rather than their grooming standards. This emphasis on creativity and individuality has helped normalize beards in professional settings.
The Alexander Group Managing Director John Lamar comments, “I went through a beard phase about 20 years ago. Okay, it was a goatee and not a very good one at that…I guess that was all I could muster.”
He continues, “I still like to go unshaven over the weekend…the rebel in me has not quite died. But come Monday morning, I break out the ol’ razor.” Lamar believes that the resurgence of professional beards has a lot to do with celebrities and techies. “The laid-back culture coupled with explosive wealth in these two worlds has created an “I just don’t care” attitude.”
According to a 2013 article in Daily Mail Reporter, men with beards “look as much as eight years older than their unshaven counterparts.” The late Steve Jobs of Apple is perhaps the epitome of how the image of the CEO has changed over the years.
In 2025, societal perceptions have evolved significantly. Beards have become mainstream and are widely accepted across various professional settings, reshaping perceptions of beards in the workplace.
A notable example is the New York Yankees, who, in February 2025, lifted their 49-year-old ban on beards to align with modern grooming trends and appeal to a broader pool of talent. This shift reflects a broader cultural acceptance of facial hair, with beards now often seen as expressions of individuality and personal style rather than indicators of age or non-conformity.
Beard of Directors
Despite the growing popularity of professional beards for businessmen, the number of unshaven business executives remains relatively small.
The Alexander Group Managing Director Beth Ehrgott has only had one client with a beard in all her years of search, but says, “It seems strange to think that beards still seem out of place in corporate America, yet many companies all have diversity initiatives and programs.”
Sarah Mitchell, Associate Director in The Alexander Group’s San Francisco office, says there is so much facial hair in the Bay Area that “it’s more of the rule than the exception. But I suppose I don’t see it very much when I think about those working in a more conservative corporate environment, as opposed to Google or one of the many startups.”
While personal expression is valued in the Bay Area in 2025, men’s style has shifted, with both long professional beards and a clean shave being acceptable—as long as grooming remains intentional. The choice between maintaining facial hair or a clean shave depends on personal style and industry norms, but the emphasis is always on a neat and professional presentation.
Phillip Rudolph, the former Executive Vice President, Chief Legal & Risk Officer, and Corporate Secretary at Jack in the Box, was fully bearded in 2007 when he was interviewed and then hired at Jack in the Box. At the time, he did not believe beards “are even remotely disqualifying.”
However, before joining Jack in the Box, Rudolph was Vice President and Deputy General Counsel at McDonald’s. He explains that while interviewing for the position, the human resources executive “asked how attached I was to my beard. I noted to him that, more correctly put, the beard was attached to me.”
Rudolph continued, “But I took the hint and shaved off the beard. I remained clean-shaven throughout my five years with McDonald’s.” Perhaps geography plays a role. Jack in the Box is headquartered in San Diego, and McDonald’s home is in Chicago.
A recruiter for Shell Oil Company says that she rarely sees candidates with facial hair, and hirsute executives at Shell “are few and far between.”
A Hairy Decision on Professional Beards
The bottom line is that if you are going to go unshaven, there are certain written and unwritten rules to follow.
Know your company’s culture and whether or not there are regulations or unwritten “rules” concerning facial hair. Do your homework, or ask your manager.
If you are going to grow facial hair, make sure that it is trimmed and neat. The last thing any executive (perhaps outside of the creative arts) wants to see is something ill-groomed and distracting.
If you are interviewing, it is always better to play it safe. Research the industry and company. If in doubt, shave! You can always grow it back.
Finally, if you decide to grow facial hair, plan accordingly. Wait for a holiday or vacation for ample time for proper growth. Stubble tends to be perceived as sloppy or lazy.
John Lamar sums it up perfectly: “For me, it basically boils down to the corporate culture. There are places where ping-pong, beards, and tattoos are completely acceptable and places where they are not. Having interviewed thousands of executives in various corporate cultures, I subscribe to one simple rule regarding facial hair – just keep it neat and clean.”
“A big bushy beard that could potentially house a family of robins says to me you don’t care about your appearance or how others may perceive you. That doesn’t bode well for a future leader.”
Know Your Audience
The professional beard has evolved from a symbol of rebellion to an accepted, albeit still debated, element of executive style. While beards are more common in tech and creative industries, traditional corporate environments still lean toward a clean-shaven look.
So, whether you prefer a clean-shaven look or professional men with beards aesthetic, understanding your industry’s expectations is key.
Whether interviewing for a new role or leading a boardroom, facial hair should align with your industry’s expectations and be well-maintained.
If you’re navigating executive hiring decisions—or considering how personal presentation affects career progression—The Alexander Group can help. Our expertise in executive search ensures leaders are not just a cultural fit but a strategic asset to their organizations. Connect with us today to explore how we can help shape your leadership team for success.
Katten Muchin Rosenman LLP strengthens firmwide talent strategy with the appointment of Lisa Featherson.
Executive Search Consultants: John Lamar, Sarah Mitchell, Pamela DeLuca
Overview
Katten Muchin Rosenman LLP, a leading international law firm with a strong presence across eight global offices, engaged The Alexander Group to lead the search for a Chief Talent Officer. The firm required a proven executive to drive firmwide strategic initiatives related to executive search, retention, professional development, and overall talent performance.
Key Leadership Need
Katten sought a high-impact executive capable of elevating its talent function across legal and business services. The firm needed a leader with experience managing talent strategy at scale, aligning cultural values with firm objectives, and fostering a best-in-class experience for attorneys and staff alike.
The Alexander Group’s Approach
Drawing on deep expertise in legal executive search, Managing Directors John Lamar, Sarah Mitchell, and Pamela DeLuca launched a national search focused on candidates with a demonstrated ability to lead transformational talent strategies in global law firm environments.
Developing a customized search strategy aligned with Katten’s firmwide talent and leadership development goals.
Conducting comprehensive market research to identify proven talent executives with experience in global law firm environments.
Evaluating candidates for strategic leadership capability and cultural fit, ensuring alignment with Katten’s entrepreneurial and client-centric culture.
Successful Placement and Impact
Lisa Featherson, previously Chief People and Development Officer, US at Norton Rose Fulbright, was appointed Katten’s Chief Talent Officer. She brings extensive experience in strategic human capital initiatives across law firms, focusing on recruiting, professional development, and retention.
Immediate benefits:
Unified Leadership Across Talent Functions: Lisa oversees talent development and acquisition, human resources, performance management, professional development and training, leadership programming, and other areas, ensuring a cohesive strategy across all offices.
Alignment with Firm’s Strategic Objectives: Her role includes spearheading the creation and implementation of a human capital strategy that syncs with Katten’s strategic objectives, enhancing overall organizational effectiveness.
Enhanced Employee Satisfaction and Retention: Lisa is responsible for maintaining employee satisfaction by managing benefits, fostering a positive cultural environment, and leading compensation efforts, contributing to improved retention and morale.
Insights from the Executive Search Director
“Lisa is a dynamic, strategic, and high-energy talent executive with an exceptional track record of success in large law firm environments. She is the ideal leader to continue elevating Katten’s talent function.”
— Sarah J. Mitchell, Director, The Alexander Group
About Katten Muchin Rosenman LLP
Katten Muchin Rosenman LLP is a prestigious and dynamic international law firm with approximately 670 attorneys across eight global offices. The firm provides full-service legal counsel to a third of the Fortune 100, as well as government entities, nonprofit organizations, and individuals. Katten is recognized for its entrepreneurial culture and commitment to aligning legal service delivery with each client’s business goals.
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.
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.
