Aurelie Binisti has joined Hecker Fink LLP as Human Resources Director.
Ms. Binisti is a motivated, personable and results-driven professional with more than 15 years of strategic and operational human resources experience in various industries including media and financial services.
Prior to joining Hecker Fink, Ms. Binisti was Executive Director/Human Resources, OMD for Omnicom. Ms. Binisti received a master’s degree in human resources from SUP RH in Paris, France.
DirectorSarah Mitchellconducted and completed this search.
“Aurelie combines the right mix of functional skills with high emotional intelligence and adaptability to lead and thrive within this growing, dynamic environment,” said Sarah Mitchell, Director, The Alexander Group.
Since its founding in 2017, Hecker Fink LLP (HF) has quickly grown into one of the country’s elite litigation boutiques. It fuses a high-stakes, cutting-edge litigation practice with a groundbreaking commitment to serving the public interest.
HF’s highly experienced litigators help clients navigate their most pressing legal challenges, from complex commercial litigation for some of the country’s biggest companies to high-profile white-collar criminal defense, sensitive internal investigations, and intricate regulatory and securities matters.
The firm leads some of the nation’s most prominent public interest litigation and frequently files amicus briefs at all judiciary levels to support the most vulnerable.
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.
Mr. Gross is a proven strategic and operational leader in the professional services industry.
Prior to joining MoFo, Mr. Gross was Managing Director, Partner, and Chief Operating Officer in North America for the global firm Boston Consulting Group. He started at BCG as a Consultant and Project Leader before turning his talents and passion for combining operations and people to internal management roles.
Mr. Gross received an MBA from the Haas School of Business at UC Berkeley and a BA in Business and Marketing from the University of Puget Sound.
“Brian has the executive presence, modern leadership style, and strategic vision to lead MoFo successfully through the challenges and opportunities ahead in the legal industry,” said John Lamar, Managing Director ofThe Alexander Group.
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 was originally published in April 2015 and remains one of The Alexander Group’s most-read blogs. A decade later, we’re revisiting “To Beard or Not To Beard.”
Close-up of young bearded man touching his beard while standing against grey background
The beard is 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?”
For the first time in more than a century, many of the world’s business leaders are sporting facial hair. Beards grace the faces of Nike co-founder, Phillip Knight; Goldman Sachs CEO, Lloyd Blankfein; Time Warner Chairman, Richard Parsons; Jim French, CEO of Flybe; and Walt Disney’s president, Edwin Catmull; to name a few.
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 industry is not thrilled with this trend, which has had a surprisingly significant effect on business.
According to Newsweek’s Alex Renton, “sales of shaving equipment have fallen in both the U.S. and Europe for the first time in modern history,” and Proctor & Gamble, who owns Gillette, reported a drop in sales of 10% last year.
The New York Post’s Beth Landman points out that “investment bank Jefferies reported that sales of non-disposable razors dropped 15% in the last quarter of 2013.”
Growth of Growth
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 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.”
One interesting hypothesis is that many professionals began growing beards due to the recession. 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.
Oracle CEO Larry Ellison, Google co-founder Sergey Brin, Marc Benioff of Salesforce, Netflix’s Reed Hastings and Richard Branson of Virgin Group all have beards. However, as Steve Tobak notes, they are all founders of their companies.
The Alexander Group Managing Director John Lamar comments, “I went through a beard phase about 10 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 the beard 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.”
Sebastian Dillion of NextShark claims that young CEOs sport beards to look older and wiser and to display their entrepreneurial, anti-corporate ideals.
According to an 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.
Beard of Directors
Despite the growing popularity in recent years of facial hair on professionals, the number of unshaven business executives is 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 that “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.”
Phillip Rudolph, 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. He doesn’t 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 continues, “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 a Chicago suburb.
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
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.”
Lisa Featherson has joined Katten Muchin Rosenman LLP as Chief Talent Officer.
Ms. Featherson is an experienced talent professional with an extensive skillset that includes creating firm-wide strategic initiatives relating to human resources, lawyer and business services recruiting, talent development and training, DEI, compensation, onboarding, retention and staffing.
Before joining Katten Muchin, Ms. Featherson was Chief People and Development Officer, US at Norton Rose Fulbright.
“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 the elevation of Katten’s talent function,” said Sarah J. Mitchell, Director, The Alexander Group.
Katten Muchin Rosenman LLP is a highly prestigious and dynamic international law firm, with approximately 670 lawyers located across eight global offices. The firm provides full-service legal advice to public and private companies–including a third of the Fortune 100–as well as government and nonprofit organizations, and individuals.
Katten lawyers forge partnerships with clients based on a uniquely flexible and entrepreneurial culture. Knowing the law is not enough, they understand their clients’ business objectives and address their legal needs in a manner that is consistent with the “big picture.”
Law firm mergers hit a record high in 2024 as firms sought to leverage practices, expand geographies, and supplement areas of expertise. But while many firms emphasize strategic alignment and cultural compatibility, the real challenge lies in effective law firm merger integration. Leaders often tout how mergers will expand their geographical footprint or align practices, but without a clear integration strategy, these promises can fall short.
Beyond Lawyers: Why Business Services Integration Matters in Law Firm Mergers
Most firms with more than 100 lawyers have professional management of their firms by seasoned business executives. Although a priority of merged firms is integrating practices and leveraging client relationships, it is also important to integrate the business services of the newly combined firm.
Understanding how to grow a law firm effectively requires adding lawyers or expanding practices and ensuring that business services are seamlessly integrated during mergers. However, I don’t believe there is sufficient discussion about the integration of the executives, managers, and teams who fill the combined firm’s business roles and who help keep the proverbial trains running on time and ensure the culture of the newly formed firm is nurtured and supported.
Strategies for Operational Law Firm Merger Integration
It is key for a successful transition to include and engage lawyers in the merged firm in a thoughtful approach to integrating business professionals and systems. Engaging law firm merger consultants can provide valuable guidance in navigating the complexities of law firm merger integration, from merging business systems to ensuring operational efficiencies.
Combining the professional functions should result in operational efficiencies. Typical law firm mergers support the belief that 1 + 1 does not equal 2 for these functions but should perhaps equal somewhere from 1.2 to 1.5, depending on the function.
If, for example, the finance department of each firm has 40 staff members, it is unlikely that the combined finance department of the merged firm will need 80 staff members. The new finance team could decrease from a combined 80 staff to approximately 60 people. Similarly, there will not be a need for two Chief Financial Officers.
I use the finance function and numbers to illustrate this discussion. The same applies to business development and marketing, information technology, human resources, and other professional functions.
Law firm business leaders and the teams who report to them are often long-tenured, trusted professionals who frequently have deep relationships with lawyers throughout the firm. Some have been loyal cheerleaders who help support and maintain a firm culture.
Many of these managers’ titles do not reflect the depth of their knowledge, their work, and the relationships they have built with attorneys. And perhaps most importantly, titles do not convey the institutional memory business managers may carry.
Choosing the Right Leaders: Crafting a Unified C-Suite
The integration team should take a thoughtful and comprehensive approach to the combined firm C-suite for a successful merger. Selecting the Chief Operating Officer of the merged firm may be a foregone conclusion if one firm is perceived as the “dominant” firm.
While selecting leaders from within the merging firms is often the first consideration, an external executive search firm can provide a valuable objective perspective.
By thoroughly assessing leadership needs, skills gaps, and organizational goals, external experts can ensure that the combined leadership team is equipped to drive success. This objectivity helps address potential biases or blind spots in internal selection processes, enabling firms to build a leadership team that aligns with strategic goals.
Avoiding One-Sided Leadership Decisions During Law Firm Merger Integration
Keep in mind these transactions are always presented as mergers – not as acquisitions, even if one side has significantly more heft and investment in the eventual outcome. Making decisions automatically may not be in the best interest of the newly combined firm for many reasons, including skill set, experience, relationships, temperament, flexibility, ability to lead a change management effort, and likely ability to successfully bring new players into their team.
The smaller firm may have superstars amongst their C-suites, and the more prominent firm may have someone in place who is simply keeping the seat warm because of their tenure. Similarly, selecting all the chiefs from one side of the combination will not lay the foundation for a smooth transition.
In some mergers, external hires have proven instrumental in achieving seamless integration and long-term success. For example, firms have brought in external Chief Operating Officers with specific experience in large-scale integrations to bridge operational and cultural divides. These external leaders often provide fresh perspectives and specialized skills that neither firm may possess internally, enabling a more robust integration strategy.
Building a Cohesive Business Framework
Firms must carefully consider how the professional teams will integrate and what systems and processes will be adopted. A well-drafted law firm merger agreement can be a foundational document outlining the integration plan for professional teams, systems, and processes. Firms should consider not only the experience of each manager but also their relationships and accomplishments and how they will work within the combined law firm. Asking thoughtful questions will illuminate who can lead the combined firm as it establishes its culture.
While adding lawyers from different geographies or practices is viewed as accretive — by increasing revenues and presumably profits, sometimes practices do not mesh well. Client conflicts, perceived lack of status in the new organization, or perhaps a concern that without the appropriate teams around them, they will not be able to effectively service their clients, which can prompt lawyers to leave.
Typically, these are guided departures, and inevitably, the departing lawyers wind up happily at another firm. And, of course, we know the moment a merger is announced, other firms will swoop in with potentially attractive offers for lawyers with good books of business and excellent reputations. The same, sadly, cannot be said for the business professionals of the firm, who may be asked to leave; they rarely, if ever, leave with a group or the team they have been working with, and may struggle to find new jobs.
Supporting Business Professionals Through Transition: A Human-Centered Approach
The answers for each merger will be different and often nuanced. As noted above, some members of the business services team will inevitably be without jobs in the new firm. It is important to those leaving and those left behind that leadership takes steps to ensure that the displaced business services professionals are supported properly throughout the process.
Firms with a business services integration plan or checklist are more likely to succeed because they have thought through their infrastructure, systems, and, most importantly, communication process to all constituents. In so doing, they will preserve the culture they have spoken about so eloquently.
The Path to Seamless Law Firm Integration: Leadership, Culture, and Strategy
Post-merger integration in a law firm requires meticulous planning to align not just the business systems but also the culture and operational frameworks of the newly combined entity. Integration takes time, transparency, and care. Developing a comprehensive law firm merger checklist ensures that every step of the integration process is accounted for, from leadership selection to operational alignment. Given the complexities of integrating business services and aligning cultures, leveraging an unbiased, expert-led executive search process can be a critical success factor.
External search partners, like The Alexander Group, provide a neutral, data-driven approach to evaluating potential leaders, whether internal or external. This ensures that leadership appointments are based on merit, alignment with strategic goals, and the ability to drive transformative change rather than on legacy or internal politics.
The benefits of board membership extend far beyond prestige or compensation; they offer executives a chance to grow professionally, make meaningful contributions, and build valuable networks.
However, serving on a public company board is not as easy as it once was. Increased regulatory pressures, shareholder scrutiny, and the risk of litigation have elevated board members’ responsibilities.
Despite these challenges, many public companies continue to attract highly competent directors. Why is this so? Because the opportunities and rewards of board membership make it a compelling career move for many executives.
Seven Benefits of Board Membership
The benefits of board membership are as diverse as the professionals who seek them. From career advancement to personal fulfillment, board service offers executives opportunities to grow, contribute, and connect meaningfully.
In this section, we’ll explore seven compelling reasons why board membership remains an attractive goal for many leaders.
1. A way to segue into retirement.
As executives move into the last third of their careers, many start planning their retirement and what they will do to fill the time. If we had a dime for every executive who says, “Once I retire, I’d like to sit on a couple of boards,” our coffers would overflow.
With board memberships, a retired (or nearly retired) executive can have a place in the business world but on a more limited and structured basis. No analyst meetings, no customer presentations. Just three days a quarter, often in a nice location. As one executive said, “I don’t want to practice, but I still want to be in the game.”
2. Best practices.
Many executives in the prime of their careers want to be on a board so they can learn from other executives and see what works for a different company, industry, or culture. Susan R. Nowakowski, President and CEO of AMN Healthcare Services, says that a board position should allow executives an opportunity to be constantly challenged and grow professionally.
She adds that directors should “get involved in addressing the organization’s key strategic issues by joining, and perhaps even chairing, the board’s strategic planning committee because strategic acumen and leadership abilities are valued in the business world.”
3. Connect with other executives.
There are many executives who like being exposed to other executives—whether for business reasons or simple networking reasons. It is not uncommon to see some potential board candidates choose to join a board based on the perceived caliber and stature of the other board members.
Similarly, we have conducted searches where prospective candidates have commented that the board we were recruiting for was “not high wattage” enough for them.
4. Compensation.
Make no mistake: serving on a public company board can provide attractive compensation, leaving many professionals wondering, ‘How much do board members make?’
With roughly 20 work days a year, board members can earn substantial fees, often supplemented by stock options. While many companies award a portion of board fees in the form of stock options, the potential for stock appreciation can also be a strong incentive.
Top corporate board earner Shirley A. Jackson, who sits on six Fortune 500 boards, including FedEx, Marathon Oil, and IBM, took home more than $4 million in board compensation from 2008 to 2010.
5. Prestige.
Right or wrong, some executives see a board seat as one more rung in a successful career. We have met executives who don’t have the time or, truth be told, the attention to detail that a board requires, yet still, they believe they are missing something by not serving. It’s almost like the corporate version of “Keeping Up with the Jones.”
Listen carefully, for the stories are plentiful of board members ever so quietly being asked to leave for not attending board meetings or being unprepared.
6. Strategic career move.
Many executives believe that board service will provide greater visibility, making them more sought after for a higher position with another company. This seems especially true with non-CEOs. We know a former CFO of a utility company who landed a spot on a Fortune 50 consumer products board. Many years later, while being considered for the CEO position of his business, he beat out someone with much more experience because the board believed his knowledge as a board member for another company would make him more effective at managing their board. Along these lines, some companies choose their CEO from their existing Board members.
While most board members don’t join a company board hoping to be its CEO, it does happen. Betsy Burton, the former CEO of Supercuts, sat on the board of jewelry retailer Zale Corporation for three years before being selected as President and CEO. From July 2009 to October 2010, twelve Fortune 1000 companies selected their new permanent or interim CEO from their board ranks, up from only four the year before, and the trend is only growing.
Depending on their expertise, executives can pick from a list of executive board positions such as Chairperson, Treasurer, or strategic committee leadership roles, expanding their career opportunities through targeted board memberships.
7. Opportunity to serve.
Some executives don’t care about any of the above reasons but want to serve; they believe they have the wisdom and experience to add value to a particular organization. As Thomas M. Gorrie, a renowned international health policy adviser, said when he was selected to join The Robert Wood Johnson Foundation’s board of directors, “I am eager to lend my experience and passion…to help continue the foundation’s reputation for innovation and excellence and to play a role in helping achieve lasting change in health and health care.”
Executives drawn to service often find fulfillment in the responsibilities of a board member, which include providing governance, offering strategic oversight, and ensuring the organization’s long-term success.
Maximizing the Benefits of Board Membership: Your Next Professional Move
Board service offers a unique blend of professional growth, personal fulfillment, and career advancement opportunities. From leveraging your expertise in a strategic capacity to building meaningful connections with other leaders, serving on a board can be a pivotal step in your professional journey. Whether you’re nearing retirement, seeking a new challenge, or simply want to contribute your knowledge and passion to a worthy organization, the benefits of board membership are as diverse as the roles themselves.If you’re considering board service as your next professional move, The Alexander Group can help you navigate the process. With decades of experience in executive search and board placements, we specialize in matching exceptional leaders with organizations that align with their values and expertise. Contact us today to explore how we can support your transition to board service and help you find the perfect fit for your skills and ambitions.
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.
