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

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

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

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

How to Lose Jobs and Alienate Interviewers

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

Four Insights to Help You Succeed in the Executive Recruitment Process

Match your talk to your walk.

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

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

Likewise, if you’re 

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

Little things make a big impression.

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

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

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

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

Where was I? Oh, yes…Stay on point

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

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

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

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

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

Where there’s a will, there’s a way.

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

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

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

Mastering Executive Job Search Tips for Success

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

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

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

The Alexander Group, recognized as one of the country’s top CEO executive search firm, presents “Five Questions With Outstanding Leaders,” our interview series with visionary industry leaders. In this installment, Managing Director Sally King interviews Michael Caplan, COO of Lowenstein Sandler, discussing leadership style and advice for those seeking a Chief Operating Officer role at a large professional services or law firm.

Michael Caplan believes in diving in.

All in.

It’s how he connects with his team, peers, partners, and clients. Caplan is intentional about his leadership style, setting expectations and seeking growth opportunities. He interacts, listens, and strategizes with the goal of positively impacting his professional leadership team, attorneys, and firm.

With more than 30 years of experience in the accounting, financial, investment, and consulting industries and 20 years of corporate legal and law firm experience, Caplan takes a holistic approach to his role.

He combines his understanding of the business of law and his financial acumen with effective communication skills and a strategic approach to challenges.

Caplan joined Lowenstein Sandler in March 2024. A national law firm with over 350 lawyers based in New York, New Jersey, Palo Alto, Utah, and Washington, D.C., the firm represents leaders in virtually every sector of the global economy, particularly emphasizing investment funds, life sciences, and technology. It is recognized for its entrepreneurial spirit and high standard of client service.

Caplan believes Lowenstein is poised for exponential growth, and he is ready to lead the way.

Read on for Caplan’s “Five Questions With Extraordinary Leaders” conversation with King.

You recently joined Lowenstein but have served in this kind of role for over 10 years. How did you navigate your transition from Professional Services firms to law firms?

I’m a business-oriented COO, and I have a client’s perspective.  This approach has served me well in corporations across various sectors and serves me well as COO at Lowenstein.

Learning about law firm culture requires an understanding of practice groups, building relationships with partners, and how these elements work together in a competitive industry. But effectively leading any organization requires knowledge of basic business principles: What is

demand? What is productivity utilization? How should we think about our business differently? Why is revenue different from profit?

Additionally, I am very focused on how the law firm’s professional staff should be involved in client development, specifically in areas of operational expertise. I take these basic tenets and incorporate them into what I call “the business of law.” At Lowenstein, we have even branded these as “BEST—Business Enterprise Solutions Team.”

As a law firm COO, I work with both the attorneys and the business professionals who support them to facilitate the firm’s success. Internally, we are a team, and every participant understands their own value —what each of us brings to the firm. Externally, we need to differentiate ourselves from our competition in an increasingly competitive environment. One of the ways we do this is by helping clients with their operational effectiveness and operational excellence.

Lowenstein was looking for a leader on the business side who could help them think about how the firm can grow and adapt in the future —across different categories and different work streams. I am now part of the leadership team that is discussing and planning how to scale the firm. This was a big part of what attracted me to join Lowenstein.  After working in legal operations for two decades, this opportunity was more than being strategic.  It is leading-edge and innovative, and leading a team that can engage in driving revenue and the business is pretty cool. 

I relish having this seat at the table at Lowenstein, where the partners are eager to discuss best practices and growth strategies.

Recently, we’ve been focused on a strategic plan that leverages the business of law to serve our clients, our colleagues, and our communities.  We are looking at lateral partner hiring, innovative technology and solutions, data and business intelligence, cross-selling, conflicts, and lateral partner hiring, and we are looking at these elements in new ways. This approach will enable the firm to grow, be competitive, and STAY competitive— not only in our tier-one practices but how across all of our different groups from a cross-selling, collaborative perspective.

What have some of your biggest challenges been in law firms? Having 20/20 vision in hindsight, what might you change, and what might you do exactly the same? 

    The role of a COO is different today than it was ten—even five years ago. A COO must communicate with partners so that the focus is on attracting profitable clients and efficiently running the business and practicing law. In addition to building a focus on lawyers, the firm must also invest in firm infrastructure and non-legal talent.

    Today, we are seeing law firms that resist change.  The COO can play a big role here. Firms have to allow their COOs to have a voice, and partners with senior leadership need to promote and mandate that the COO have a voice. A strong COO with excellent communication skills can bring the partners in and drive change. On the other hand, if a firm has a COO unwilling to get out in front of a partnership that’s not letting the COO get out front, it will be ineffective in taking its law firm to the next level.

    It is important for any COO to establish relationships with partners so that they feel heard.  Trust is very important. Once that is established, a COO can then effectively communicate to the partners how investing in the firm will help their practice. Any strategy will only be successful if the culture and partnership support it.

    Currently, there is a highly competitive marketplace for clients and C-Suite leaders. I’m trying to hire chief officers, different levels of directors, and others within my professional staff with a strategic view of the business. Of course, every other law firm is seeking the same type of talent! However, Lowenstein Sandler offers an excellent proposition for highly qualified candidates because our firm truly values the opinions of its business strategists.

    Now, looking back as an 11-year tenured COO of a law firm, I don’t get too bothered by the challenges that I faced earlier in my career. I’ve learned to take challenges in stride, reflect, and partner with other people to solve problems. I spend a lot of time with partners and our Chiefs brainstorming, strategizing and thinking about messaging and how to handle people challenges: how do we think holistically about where we want our teams to go and how do we get them there?

    Running a law firm is not that difficult from an operational standpoint. But running a firm of partners and professional staff is the hardest part of the job. The people part of the job is challenging because you are literally managing “talent.” Every day can bring up new challenges from a people standpoint, but it is both challenging and invigorating as a leader.

    What are some of the challenges you see on the horizon that you will need to address, and what is your game plan? 

      AI presents an opportunity, but it’s a challenge. Where do we begin? How much data do we have? What is the data that the clients have? How are we thinking about our rate structures? How are we thinking about our hiring plans? How are we thinking about leveraging our profitability model? How are we getting in front of these communication plans with our clients?

      AI presents a significant opportunity to engage clients, attorneys, and professional staff, but how do we address this? What comes first, second, third? Every vendor has a solution. I get 500 emails a day from unfamiliar vendors who want to solve all my problems.

      Our chairman, Gary Wingens, and our full leadership and strategic planning committee are very focused on AI information and innovation. That is how we are managing this roadmap of products, data, communication, and client relationships as we guide our firm’s growth.

      The other challenge is the growth of the lateral partner market. As a competitive national law firm, we want to grow our practices and become a destination firm for our key practices with lateral partners. But we are competing with many firms for the same lateral partner hires. The challenge is how we continue to be that destination firm and grow with the strategic plan of lateral partner hiring; as COO, I have to evaluate how to scale my teams to meet our projected growth.

      If we hire 200 lawyers in the next two-and-a-half to three years, how many BD people do I need? What does practice management mean? How do we manage paralegals? How do we look at conflicts? How do I look at my recruiting team? How many billers and collectors do we need? Yet, at the same time, how do you manage the expense growth before the revenue comes in when you’re making partners so you continue to be very profitable?  This analysis requires a strategic view of how to manage the challenges of expense and investment, along with the revenue that will come in behind it.

      What do you look for when hiring your chief team or people who will report to you, and how do you ensure you have a good mix of leadership attributes amongst your team?  What is your leadership and communication style? 

        I believe that chief officers all need to have real leadership.  To me, this is table stakes. I operate as a COO, and I manage a team of people, but it’s a very flat organization. I love to embrace leaders and resources at all levels because I really try to truly create career aspirations for the folks who are on my teams. I want my teams to invest in their careers. It is not just about title and promotion, but there’s responsibility. Learn the firm, learn the partners, learn the practices, lead at every level. I’m really looking for people that are hungry, people that love to work, are excited and have ideas, and are not afraid to talk about them.

        What advice would you give someone wanting to be a COO at a large professional services or law firm? How does Lowenstein manage succession for these roles, and how do you think other firms manage that process?

          First of all, my advice to somebody who wants to be a COO is that you have to really invest in getting to know that firm. You have to truly take on the job as an owner.

          I tell everybody whom I hire to take the first six months to a year and get to know people, build relationships, learn the firm, go on a listening tour, get on airplanes, go to different offices, make sure you work out a lot because you’re going to have a lot of meals and a lot of coffee, but listen and learn.   If you really truly want to be successful at the job of the COO, you have to build trust with your partners. And then you also have to build trust with your team under you, so that they will embrace you as the COO and keep you in the loop.

          A reputation can be made or broken very quickly. You have to be willing to make those investments and sometimes sacrifices to be a very successful COO. The other piece of advice I would give is you’ve got to understand the financials. You have to truly get how the firm makes money, how we bill, how we collect, how we look at rates, how we price, what profitability means, what staffing and leverage utilization, productivity, demand go down the line, what is contribution? If you don’t understand the numbers of a law firm, it’s very hard to be a COO.

          Brian Sakala has joined Akin Gump Strauss Hauer & Feld LLP as Chief Financial Officer.

          Mr. Sakala is a highly regarded accounting and finance executive with a proven track record of delivering client value by leveraging key technologies, providing financial analyses and creating efficiencies.

          Learn more about Mr. Sakala here.

          Managing Directors John Lamar, Jean Lenzner and Director Sarah Mitchell conducted and completed this search.

          With 2025 just around the corner, we’re looking to the future of legal industry trends, anticipating and planning for what’s next. While we don’t have a crystal ball, we do have 40 years of executive recruiting experience, a deep well of data, and the trust of our clients, who express their leadership needs to us as they plan for 2025 and beyond.

          Managing Directors John Lamar, Amanda Brady, and John Mann, Directors Sarah Mitchell and William Lepiesza and Senior Associate Anthony Ott share their thoughts and insight on expectations and trends for 2025.

          John Lamar, Managing Director, The Alexander Group

          “AI continues to dominate people’s thought process in making the firm efficient and profitable. Tech is a driving force, but it’s not where it needs to be. Everyone’s doing window dressing right now, hiring chief innovation officers, but in reality, firms are buying off-the-shelf software products. That will change in the years to come.

          Another trend garnering attention concerns partners getting paid ungodly amounts of money. They are offered multi-year 25- to 30-million-dollar deals. How long can the industry sustain that?

          I’m hearing a lot from chairs about work-from-home. It’s interesting in Europe; they all comment that everyone’s back 100 percent; the U.S. is the only country with three days in the office. It’ll be interesting to see what happens next year. Do firms hammer the idea of return to office? Maybe you will spend four days in the office, but you won’t be sitting at home on a Monday. The associates will give them the best work in the office, but the partners are not leading. It starts with them. They are in a bit of a conundrum. People are struggling with it. You have to hit them in the pocketbook so that people can start showing up.

          Mergers and Acquisition activity is not slowing down within legal as the industry continues consolidating. A few firms at the top are leading the way–and there’s more to come.

          Amanda K. Brady, Managing Director/Chief People Officer, The Alexander Group

          “Synthesizing data to inform strategic growth.  (Some) law firms are becoming more sophisticated around coordinated growth initiatives. Business intelligence is evolving beyond the typical matter, partner, or practice profitability analysis into deep dives into all that touches firm and practice growth. It combines knowledge management on the practice side with knowledge management on the business side, merging information from CRMs, experience databases, historical financial metrics, targeted industry research, and honest assessments of the firm’s talent. It’s all data. This is most successful at firms with cultures that allow their leaders to be innovative – not business as usual, set ambitious business goals, develop corresponding growth strategies, and pull the puzzle pieces together to make things happen.”

          John Mann, Managing Director, The Alexander Group

          “In 2025, strategic legal recruiting functions will be crucial for law firms, as they focus on proactively identifying and recruiting top talent with specialized skills aligned with client needs.

          Artificial Intelligence will continue to impact the legal industry by automating routine tasks and enabling more efficient client service. It will ultimately transform how legal professionals work and deliver value.

          In 2025 and beyond, law firms will continue to build sales-focused client development teams who generate revenue much like public accounting firms and are responsible for driving business growth by developing client relationships, identifying new business opportunities, and promoting the firm’s legal services.”

          Sarah Mitchell, Director, The Alexander Group

          “The return to office push/pull is still strong, but law firm leaders seem to be “over” the discussion. Unlike the trends we see with technology companies and banking, very few firms seem willing to implement any mandate. They are shifting to making the office space somewhere that lawyers and business professionals want to be—not with pizza parties, but fresh, thoughtfully designed office space that feels “alive” and opportunities to connect.

          Discussions around generational differences are being discussed more forthrightly, and I think it might become more pronounced in the next couple of years. We currently have four well-defined generations working together, and they each tend to have distinctive attitudes concerning technology use, adaptivity to change, RTO expectations, dress, and communication. One law firm COO mentioned they have introduced training around generational differences as part of their professional development curriculum, and it has been well received and actionable.”

          Bill Lepiesza, Director, The Alexander Group

          “As I consider legal industry trends for 2025, I believe we will continue to see the rise and evolution of the Chief Innovation Officer role.

          We will see the further integration of firmwide talent/strategic human resources functions across lawyer and business professional populations and the continued elevation in caliber, leadership expectations, and strategic value-add of law firm business executive roles.

          Anthony Ott, Senior Associate, The Alexander Group

          “Each year, there is a swing of trends. I anticipate seeing more Baby Boomers retiring, and vacant leadership opportunities will be available for those who have earned a right to be in consideration.

          As work-from-home policies shift, so will their impact on the candidate pool. Jobseekers will be willing to explore new industries in order to receive job title advancement and increased compensation. Similarly, law firms will look at candidates from other professional services companies outside of their industry.

          We will also see people on the move to improve their quality of life. As the cost of living increases, it may encourage people to explore opportunities in new cities for a better quality of life and employment opportunities. For example, people may be able to afford larger homes less expensive in major metropolitan cities, so they move to grow their families or be open to other career opportunities.”

          Jason Hill has been named Chief Marketing Officer for White & Case LLP.

          Mr. Hill has extensive, strategic, and transformative business development and marketing leadership experience. He joins White & Case from Goldman Sachs, where he served as Managing Director and Chief Operating Officer for Global Marketing.

          Learn more about Mr. Hill here.

          This search was conducted and completed by Managing Director John Lamar, Director William Lepiesza and Associate Pam DeLuca.

          The Alexander Group, recognized as one of the top CEO executive search firms, presents “Five Questions With Outstanding Leaders,” our series where we interview visionary industry leaders. In this edition, we speak with Jonathan Horowitz, President of the Houston Hospitality Alliance, about key challenges, successes, and future opportunities within the hospitality sector.

          Jonathan Horowitz and friends for top ceo executive search firms blog
          ©MorrisMalakoff

          Houston is a foodie city.

          Full stop.

          Houston offers every global cuisine, and diners are only too happy to explore and experience what the city is serving.

          However, Houston’s hospitality and tourism are more than its vibrant dining scene.

          Just ask Jonathan Horowitz, president of the Houston Hospitality Alliance.

          Managing Director John Mann of The Alexander Group, one of the nations’s top CEO executive search firms, sat down with Horowitz to discuss the business of Houston’s hospitality and tourism industries–struggles, successes, and the future.

          Horowitz’s deep experience within the hospitality industry and his background as an attorney and real estate agent made him the ideal hire for the high-profile president position. The HHA is an organization that strives to promote, connect, and energize Houston’s hospitality and tourism business and create industry success in Houston.

          For more than 17 years, Horowitz developed, operated and led multiple marketing restaurant/bar concepts, including Legacy Restaurants (Original Ninfa’s on Navigation Tex-Mex restaurant and the Antone’s Famous Po’Boy sandwich concept) Lasco Enterprises, LLC (The Tasting Room Wine Cafe, MAX’s Wine Dive, Boiler House Texas Grill) Midway Hospitality Development and Convive Hospitality Consulting, a full-service hospitality consulting service. He received a Bachelor of Arts degree from Rice University and a JD from South Texas College of Law.

          Mr. Horowitz was a corporate executive search firm’s ideal candidate, and since being named HHA president in October 2023, Mr. Horowitz has addressed Houston City Council members at City Hall, discussed the Houston Hospitality Alliance and its mission to promote, represent, and advocate for the entire hospitality industry in Houston, and led the HHA Business Forum.

          Horowitz is an ardent community supporter of many organizations, eager to illuminate the city while growing the HHA.

          “I am thrilled that Jonathan joined the Houston Hospitality Alliance as the new President, bringing with him over two decades of leadership and innovation in the hospitality industry, as well as a deep-rooted commitment to the Houston community,” said Mann.

          JM: Let’s discuss opportunities and challenges concerning hospitality development within the Houston landscape.

          JH: We currently are in the most challenging environment ever for the entire hospitality industry. Prior to the pandemic, things were in a pretty good place; however, the pandemic changed everything for the industry. There are a few areas where hospitality continues to struggle:

          JM: Houston is a destination for new businesses and conventions. How do you take advantage of that momentum moving forward?

          JH: It’s all about providing a complete and memorable experience. Consumers expect more and more now, so they have to be “wowed” once they’re here. Many people have preconceived notions of Houston and don’t realize how diverse, cosmopolitan, and exciting the city really is. Once they get here – for whatever reason (business, pleasure, a convention, the Med Center, etc.), they come away with a great appreciation for what Houston offers. The overall hospitality industry in Houston is extremely strong, and once people get here and experience it, there’s a good chance they’ll come back.

          JM: The Greater Houston Partnership’s latest data reports that almost 11% of Houston’s employment is in the Leisure and Hospitality sectors. How do you grow that industry?

          JH: It’s happening – see above. New places are opening every day, and companies from all over the country are coming here because they recognize the great opportunities here.

          JM: How does your background as a hospitality business professional and an attorney support your role as HHA president?

          JH: I am fortunate in that I’ve seen both sides of the industry – having been an owner and operator, I can understand and empathize with those who are running hospitality businesses in the city, and I’ve been involved in a restaurant trade association for nearly two decades. These perspectives help me on a daily basis to help guide the HHA. As for being an attorney, that helps me all the time – not only with work but with general life issues. It’s a great education and experience to have, and it gives me a better understanding of how to deal with people, contracts, and potential disputes.

          JM: What are the next steps of growth for the HHA?

          JH: We are focused on growing membership every day. Just this year, we’ve doubled the number of members and are not slowing down. We recognize that, in order to keep members engaged and to attract new ones, we need to provide great value. We have four primary value propositions as an association:

          As one of the top CEO executive search firms, The Alexander Group continues to engage with and learn from industry leaders like Jonathan Horowitz. By fostering deep relationships and understanding the specific needs of each client, The Alexander Group remains committed to elevating the quality of executive talent acquisition across industries, ensuring visionary leadership for businesses poised for growth. 

          Learn more about their expertise and approach at The Alexander Group.

          Patrick O’Connor has been named Chief Business Development & Marketing Officer for Holland & Knight LLP. Mr. O’Connor joins Holland & Knight from Big Four public accounting and consulting firm Ernst & Young LLP. He has more than 25 years of strategic and operational business development, marketing, and commercial leadership experience.

          Learn more about Mr. O’Connor here.

          Managing Directors John Lamar, Jean Lenzner, and William Lepiesza conducted and completed this search.

          Anyone who has ever been involved with a not-for-profit will at some point be asked to serve on a search committee or lead a search committee’s search for a new CEO/President or senior officer. We have written previously about the responsibilities of search committee members and how candidates can prepare for a search committee interview but wanted to take a deeper look at the role of the Search Committee Chair.

          We turn to Steve Taylor, a leader in the not-for-profit community for nearly 30 years who is currently serving as Executive Vice President and Chief Mission Officer of the Arthritis Foundation. Steve recently chaired the search committee for the President and CEO of the National Health Council, which has been widely viewed as a well-run search with outstanding results. Below, Steve answers the questions we are frequently asked as not-for-profit recruits using search committees.

          How big should a search committee be?

          I believe the ideal size is seven, including the Chairman who should also have a vote. You could possibly do nine or five, but frankly, if the Committee becomes too large, it can be hard to coordinate schedules. You have too many opinions in the discussions, and you want every voice to be heard. You’ll also want to make sure it’s an odd number; that way there is no tie.

          Who should be on a search committee?

          Much of it depends on the position. Ideally, one to three members of the Executive Committee should be on the Search Committee and supplement that with volunteers who represent different parts of the organization. I recommend looking at the various responsibilities of the position you are trying to fill. Which volunteers can best represent and understand these responsibilities? The key to a successful search committee is that you want members with perspective but who are not living in the past. On the other hand, you don’t want search committee members being so free-spirited they are substituting their vision for that of the Board’s.

          The ideal Search Committee member understands the history of the organization as well as its future vision.

          And that is what is so important when selecting volunteers to serve on a search committee: they need to be familiar [with] and embrace the Board’s vision for the organization and also represent different constituencies of the organization.

          Should current employees sit on a search committee?

          Many organizations wrestle with this question. Sometimes, it makes sense, especially when you have long-term employees who understand the organization. But this is not a choice without challenges.

          If there are internal candidates for the position, it can be difficult to ask a colleague [to] make an unbiased choice.


          Secondly, a staff member on the Committee may not have the strategic view of the organization that a high-ranking volunteer or board member will have.
          Thirdly, it can be sensitive for an employee to be involved in salary discussions involving the successful candidate.


          I typically recommend that one of the Search Committee members serve as a liaison to a group of employees/staff. On the search I led for the National Health Council, I personally maintained contact with the senior leadership team. While I did not discuss individual candidates, I asked the search firm to solicit their opinions on the type of leaders we were seeking, and I communicated to them on the progress of the search.

          Who selects the search firm, and what should be considered?

          I can’t overemphasize the importance of a strong partnership with the search firm. You want it to be a partnership, not just a firm presenting resumes. The Chair should have meaningful input on selecting the search firm because they’ll be the one working [most] closely with them. Of course, the Search Committee reviews proposals and meets with several finalists. Ultimately, the Chair of the Search Committee should have a strong voice when selecting a search firm.

          For me, the search firm needed to have experience in organizing and administratively providing infrastructure to the committee so that I and the Committee could focus on the candidates.

          I also believe the Chair shouldn’t rely on the Search Committee or search firm to coordinate. There will be times that the Chair needs to jump in to either facilitate meetings or deal with scheduling or personnel challenges. The search firm should be willing to do more than just conduct the search as many members of a search committee have full-time jobs.

          I advise my colleagues running search committees to be very specific with what you would like the search firm to do.

          Do you want them to:

          -Attend search committee meetings?
          -Set the agenda for search committee meetings?
          -Provide interview questions?


          I believe you need a search firm to do anything the Search Committee and its Chairman cannot or do not want to do because of time restraints.

          It is a given that a search firm needs to have a robust Rolodex, but I’m still trying to figure out how to evaluate that. [laughing] What you can evaluate is recent searches a search firm has conducted for similar positions. As we evaluated search firms, some listed searches conducted over a decade ago! That was a lifetime ago in the not-for-profit world.

          Finally, I believe you need to find a search firm that is upfront and honest with you about who the lead staff will be—and that you have the opportunity to meet with that lead staff to ensure compatibility and understanding of the process you envision—before you finalize your selection on a firm.

          What allowances did you make during COVID-19 in the most recent search you chaired?

          Overall, it worked out well. In certain ways, the process moved more efficiently given the Search Committee met by Zoom and the candidates were interviewed by the search firm and us for first-round interviews by Zoom. One advantage we had as a search committee is that we all knew each other—some better than others—but this familiarity allowed us to work together well virtually.

          Once we narrowed the process to our finalists, we asked them to meet face to face, of course, social distancing, wearing masks, etc., with another search committee member and me. Despite adapting to video conferencing, meeting the candidate in person makes a big difference. To have a candidate willing to invest the time to travel to a meeting and meet a group of people, some in person, some virtually, was critical to the final steps of our process.

          We were able to observe how they handled themselves in the middle of a pandemic, watch how they coordinated their presentation, and even how they arranged the papers on the conference table. In a virtual interview, you have no idea if the candidate has sticky notes on their computer screen providing possible hints to questions. That was important to us because that’s what the job is going to be (ultimately): face-to-face meetings working with different constituencies and being able to communicate and think on their feet. Interestingly, I believe we would have ended up with the same candidate if we had searched COVID.

          As a search committee chair, how do you handle candidate withdrawals and surprises?

          As a search committee chair or member, you understand that many candidates are currently in good positions, and you are hoping to attract them to your organization. You can’t get too nervous about that. It is part of the process. You reach for candidates; some attract, and some lose. And if a candidate pulls out, I believe they should do it in the search process rather than later.

          As for the second part of your question, as Chair, you have to be flexible, responsive, and nimble because issues arise that need to be acted on quickly. Several times, I had to reach out to Committee members individually to keep the process moving either because an issue arose on a Friday night or there was simply not the time to call a full committee meeting. You establish that at the beginning of the search, so there is no misunderstanding. In every search, there may be small decisions made either by the chair or by a smaller group on the committee, because trying to get everyone together all the time isn’t possible, but ultimately the big decisions are made as a group.

          How much time does it take to do a good job?

          The time required ebbs and flows during the search. If you have a good search firm, as we did in using The Alexander Group, there’s less time initially because you allow them to do the search and trust their judgment on the candidates they’re presenting. The search committee chair is free to focus on the higher-level items most important to finding the right candidate. Once the interview process is underway, you must be available for the search committee, search firm, [and] staff as the process unfolds. There is a significant time commitment required for the Chair. The organization needs someone who can make that time commitment because you’ll never finish the search if it is not a priority.

          Who should be the Chair?

          Choosing the right search committee chair is critical to a successful search. The chair needs to be a leader in the organization who understands its past and its future vision. It does not have to be the current board chair. It could be a past board chair that might have more time because it’s not the current board chair. It is important the chair can lead without supervision and is trusted by the board.

          A few months ago, I reached out to an individual at a Fortune 500 company about a potential opportunity with a client. His background was unusual in that he had leaped from a domestic role into a position with substantial global responsibility. As it turns out, there was a story there.

          In his prior role, he had been in close competition with a colleague for an Asia Pacific position. He had more experience than his colleague and had been working long hours in preparation for the move. When his colleague was awarded the role however, he was dumbfounded. He’d been passed over for the promotion, and his spirit was crushed.

          This is not an uncommon story. Many strong performers are ambitious and enthusiastic for their next internal role. Getting passed over is disheartening. The real question is, what do you do next?

          Take a deep breath… keep your cool

          After taking a few days to process his emotions, this executive spoke to his managers to garner a better understanding of the situation. They reassured him that big things were in the works. They encouraged him to maintain his work ethic and get better acquainted with what the company was doing—not only in Asia, but on a global scale.

          Two years later, a global position opened in the organization and, today, he manages every region across the globe. And the colleague who was promoted to the APAC position? That colleague now reports to him.

          He is a perfect example of what to do when faced with professional setbacks. Disappointment, anger, and frustration are natural reactions but “in the moment, those emotions may prompt you to vent to the wrong people, snap at your manager or, worse—quit,” warns Mike Guerchon, Chief People Officer at Okta. It’s crucial to remember that “how you confront difficult situations is a reflection of your maturity and readiness to take a leadership position.” Keep your composure and maintain a professional demeanor.

          Also, be sure to not let this disappointment reflect poorly on your performance. You still have a team to manage, targets to achieve and numbers to nail. “Don’t let those emotions interfere with your productivity,” writes Forbes contributor Andy Molinsky. Resilience is key. How you deal with disappointment demonstrates your EQ and readiness to take on additional leadership responsibilities.

          “It’s not always possible to make things better, but it is always possible to make things worse,” advised Ben Dattner, author of The Blame Game and founder of Dattner Consulting. This is critical to remember while emotions are running high. Take a deep breath, go through the emotions once you have left the office, and collect your thoughts on how to proceed.

          Talk to your manager

          After the heat of the moment has passed, and your emotions have calmed, approach your manager and have a candid conversation. Listen closely, and be inquisitive.

          While a combination of variables can influence internal talent decisions, here are a few common culprits that may be at play:

          1. Background is too light. Every organization has specific needs. If the role encompasses a broad range of responsibilities, you may be missing a key component, such as international experience, change management or business development.
          2. Too experienced. Yes, it happens! Fulfillment requires a balance between the knowledge to get the job done and the opportunity to grow. If you can do the role in your sleep, you’ll be bored in less than a year and casting your eye to the horizon.
          3. Lack of gravitas. Do you project a polished, professional approach? Are you engaging, calm and confident? Consider how you connect with clients, colleagues and the highest levels of management.
          4. Politics. “As much as we all wish promotions would go to the most talented, hardworking and dedicated people,” writes one Forbes contributor, “decades of office politics tell us that’s not always the case.”
          5. Bad timing. Are you halfway through a critical project? Been in your role less than a year or two? Are organizational changes in the works that may impact your position? Timing is everything, and sometimes beyond your control.
          6. It’s not you. Sometimes, there is simply someone better suited for the role. Maybe the person you were up against has slightly more experience or contributed to the bottom line in a way you’re not aware of. Or there could be broader, long-term factors involved.

          Plan your next move

          Now that you’ve gone through the emotions and have gained a clearer understanding as to why you were passed up, it’s time to transform a negative situation into a springboard for opportunity.

          • If you discover you are missing specific experience, talk to your manager about a career plan so you get that experience. Reinvest in your current role, and look for opportunities to innovate and expand your scope of work.
          • Are you missing soft skills, such as diplomacy, communication skills or emotional intelligence? Ask a mentor for honest feedback and get coaching if you need to. Take up a management training course to hone leadership qualities.
          • Bad timing? Short tenures and unfinished projects reflect poorly on you and disrupt your organization’s productivity. Invest more time in your current role. It will pay off in the long term.
          • If you suspect politics are at play, find a way to heal bad blood. Network with the people in the department or region to which you aspire. Build a base of positive support, especially among top leaders.

          Know when to leave

          Internal opportunities for advancement can be limited, especially as you rise to more senior levels. If, after careful assessment, you believe you’ve reached an impasse, it may be time to explore external opportunities.

          While conducting a search for a Chief Marketing Officer for an Am Law 100 firm, I met a potential candidate who at the time served as a Director of Marketing. I asked her why she was considering a new opportunity. She told me that there had been turnover in the senior leadership at her firm, and most of the C-suite had turned over in the past two years. When the CMO announced his retirement, she was confident that she would be offered the position. Around the same time, however, a new Chief Operating Officer joined the firm and, rather than promoting from within, he brought the CMO from his former firm on board.

          This candidate handled the situation with grace and humility, but quietly started exploring the market. She knew she was ready for the next step in her career, and without a viable near-term option at her current firm, she prepared to make her move.

          Today, she is Chief Marketing Officer at a prestigious and profitable international law firm. She left her former firm on good terms and exemplifies the type of individual our clients retain us to recruit.

          “Getting passed over for a promotion can feel like an impossible-to-overcome roadblock in your career path,” advises one Forbes contributor. “But by learning as much as you can from what went wrong and staying resilient, you can turn a negative into a positive that’ll help you land the next one.”

          HOUSTON—The Alexander Group proudly announces the addition of seasoned international executive Sally King to the firm’s advisory and consulting team. King brings extensive experience in global operations, strategic planning, merger planning and integration, finance, and all aspects of operational management to the consulting role.

          King will play a pivotal part in furthering The Alexander Group’s mission to provide unparalleled strategic guidance to its diverse clientele. With more than 30 years of experience working with global, national, and regional law firms, King’s knowledge expands The Alexander Group’s ability to serve clients through team and executive assessment, advisory, and consulting strategies.

          “We have followed Sally’s career and her impact on the firms for whom she has worked for decades,” said John Lamar, Managing Director at The Alexander Group. “She is an outstanding thought leader in this rapidly evolving industry.”

          Prior to joining The Alexander Group, King served as Regional Chief Operating Officer for Clifford Chance, Chief Operating Officer for Dentons and Akin Gump, completing her career at Patterson Belknap Webb & Tyler.

          “I am excited to embark on this new journey with The Alexander Group,” said Sally King. “I have long admired the firm’s dedication to excellence and its unwavering commitment to client success.”

          King holds an MBA from Columbia University Graduate School of Business and is a fellow of the College of Law Practice Management and has served on the Boards of British American Business, Infinite Global Consulting, and the Board of Advisors for Catalyst.  She is a certified Executive Coach and a member of the International Coaching Council. King was also a Special Advisor to the New York State Bar Association Committee on Law Practice Management.