Morrison & Foerster LLP (MoFo), a premier global law firm recognized for its work in technology, life sciences, finance, and litigation, partnered with The Alexander Group, a global executive search firm, to recruit a Chief Operating Officer (COO). As Morrison & Foerster continues to scale its international operations and deliver innovation-driven client service, the firm sought an experienced leader to optimize its business functions, drive operational excellence, and support long-term strategic growth.
Key Leadership Need
The firm required a Chief Operating Officer who could oversee the firm’s operational, financial, administrative, and marketing functions on a firmwide basis. The ideal candidate would enhance collaboration across practice groups and business services, strengthen internal systems, and align firm operations with Morrison & Foerster’s global growth strategy while maintaining its culture of innovation and service excellence.
The Alexander Group’s Approach
Managing Director John Lamar and Director Sarah Mitchell led a targeted executive search, focused on identifying operational leaders from top-tier law firms and professional services organizations.
Key priorities included:
Proven leadership across finance, HR, IT, marketing, and administrative operations
Expertise in driving business growth, operational transformation, and strategic initiatives
Success leading cross-functional teams and fostering collaborative, high-performance cultures
Brian Gross was selected for his strategic leadership at Boston Consulting Group (BCG), where he served as COO for North America and Managing Director and Partner, as well as for his proven ability to build high-performing teams and operationalize firm-wide growth strategies.
Successful Placement and Impact
Brian Gross joined Morrison & Foerster LLP as Chief Operating Officer. With over two decades of leadership experience across professional services, including BCG and prior business development and recruiting leadership roles, Brian now leads MoFo’s financial, operational, marketing, and administrative functions globally.
Immediate Impact:
Strengthening alignment of business operations with firmwide strategic initiatives
Optimizing internal processes to support cross-office collaboration and client service delivery
Building operational teams and infrastructure to sustain long-term growth and innovation
Insights from the Recruiters
“Brian’s extensive experience as a senior operations executive, his demonstrated ability to build and lead teams, and his strong strategic skills will serve Morrison Foerster well as the firm continues to expand its global platform.”
— John Lamar, Managing Director, and Sarah Mitchell, Director, The Alexander Group
About Morrison & Foerster LLP
Morrison & Foerster LLP is a leading global law firm with more than 1,000 attorneys across 17 offices worldwide. The firm is widely recognized for its innovation, diversity, and outstanding client service across sectors including technology, life sciences, finance, and litigation.
About The Alexander Group
The Alexander Group is a global executive search firm and an executive search firm in Houston. The firm serves industries including legal services, life sciences, healthcare, financial services, energy, technology, consumer goods, and nonprofit organizations, delivering strategic, results-driven leadership placements tailored to each client’s needs.
Wiley Rein LLP, a nationally recognized law firm renowned for its expertise in regulatory, litigation, and government affairs, has partnered with The Alexander Group, a global executive search firm, to recruit a Chief Financial Officer (CFO). As the firm continued to expand its national footprint and practice capabilities, it required a seasoned financial leader to optimize financial operations, implement scalable processes, and drive data-informed decision-making.
Key Leadership Need
The firm needed a CFO who could oversee all financial functions, including budgeting, financial reporting, forecasting, client funds management, billing and collections, and audit oversight. Wiley sought a leader capable of strengthening financial performance, modernizing internal accounting systems, and supporting strategic growth initiatives across multiple practice groups.
The Alexander Group’s Approach
The Alexander Group conducted a targeted national search for finance executives with deep expertise in professional services operations, particularly within the legal sector.
Search strategy highlights:
Identified CFOs experienced in budgeting, projections, client pricing models, and audit oversight
Prioritized candidates with a strong background in law firm accounting systems and financial reporting
Emphasized leadership skills in managing financial teams and driving operational improvements
Brad Bonneau emerged as the top candidate based on his extensive financial leadership experience at Chapman and Cutler LLP, where he served as CFO, and his proven ability to modernize finance functions while mentoring and developing professional accounting teams.
Successful Placement and Impact
Brad Bonneau joined Wiley Rein LLP as Chief Financial Officer. He brings over two decades of financial leadership experience in the legal sector, including financial planning and analysis, budgeting, client fund management, tax compliance, and optimization of accounting systems.
Immediate Impact:
Initiated upgrades to financial reporting and internal accounting processes
Strengthened budgeting and forecasting accuracy across the firm
Developed streamlined models for client billing and alternative pricing strategies
Enhanced collaboration between finance and practice leadership teams
Insights from the Recruiters
“Brad is the ideal strategic business partner to Wiley’s forward-thinking executive team.”
-Amanda K. Brady, Managing Director/Chief Client Officer at The Alexander Group.
About Wiley Rein LLP
Wiley Rein LLP is a Washington, D.C.–based law firm with more than 240 attorneys practicing in areas such as telecom, insurance, government contracts, and public policy. Known for its focus on regulatory and litigation matters, the firm has earned a strong reputation for delivering strategic client solutions.
About The Alexander Group
The Alexander Group is a global executive search firm with offices in Houston and other U.S. cities. Serving industries including legal services, life sciences, healthcare, financial services, energy, technology, consumer goods, and nonprofit organizations, The Alexander Group specializes in delivering strategic, results-driven leadership placements tailored to each client’s needs.
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.
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.
A businessman is trapped in his glass office by a surplus of discarded ideas on paper . His colleague in the next office is working more efficiently and is oblivious to him being trapped .
What do you do when you have hired someone who, once on board, is not a good hire? No one intends to make bad hiring decisions, but they happen for various reasons. Think Dr. Jekyll/Mr. Hyde.
We interviewed several leaders; interestingly, most offered the same advice: You will know if you have made a bad hire within three to six months—and sometimes much sooner, they agreed. Their recommendation? “Face the music and move on. Do not sit tight and hope that it will get better. Fault generally lies on both sides.”
“Nobody wants to fire anybody,” says Jeff Early, a 40-year banking veteran, “but it’s fairer for both the employee and the employer to resolve the problem quickly.”
Cut your Losses
Dan Bowling, Senior Lecturing Fellow at Duke Law School and former head of human resources for Coca-Cola Enterprises, responded typical of the group: “Cut your losses as soon as you can. In my experience, once you begin to have serious doubts, it is hard to reverse them. Your instincts are probably right.”
One executive we spoke to had hired a Vice President of Compensation, a generalist who emphasized compensation. The individual convinced the hiring manager that she could handle a compensation role and interviewed well with key stakeholders. She “Seemed like a good fit. References checked—she had tons of promise.” The hiring manager and candidate both acknowledged there would be a learning curve and that it would take some time to get her up to speed.
However, it quickly became apparent that she needed help to handle the stress of a new environment and the demands of improving her technical skills. Her mistakes added to her stress; she stopped sleeping, which compounded her ability to assess new information, and before long, it was clear that she could not manage the job. The hiring manager openly discussed with the individual how they both decided without having all the facts, and she was released with a two-week notice. “We hired one of the other candidates in the search, and it worked out well in the long run.”
Others could have been more successful.
One executive tells a grim tale of getting stuck with a bad hire: “A typical issue one faces is when a senior person is hired with the involvement of other departmental heads. You know a mistake has been made within the first few weeks—you see it daily. The executive might be satisfying the needs and agendas of those other constituencies but can’t do the job you need doing.”
Undoing a hiring mistake quickly can be difficult in a modern corporate environment because of the multiple constituencies involved in a key executive’s recruitment and selection process. Sometimes, Bismarck’s diplomatic skills are needed to convince the rest of the management team that a mistake was made.
“It took two years to manage his exit,” our executive added. “By then, the damage was done.”
Coaching
In the collective experience of the executives we surveyed, a company has rarely been able to reverse a hiring mistake. When it does happen, it is a magical synergy of the particular individual, their situation, and the complexity of the role.
Some respondents maintain that coaching the individual can sometimes save the hire. 360-degree assessments are highly effective tools for obtaining concrete feedback from others and addressing performance issues.
One executive told us: “Clearly communicate expectations and needed areas of improvement, define key measurable metrics to achieve performance objectives, document all activity and ongoing progress, and genuinely work with the individual to help them embrace the role and deliver desired results.”
Other times when coaching can save the hire are when circumstances change beyond the individual’s control. For example, a person may be assigned a new manager, a new CEO may have a different strategic vision, or the company may be sold or make an acquisition, and suddenly, the newly hired executive may not be a fit.
One executive recalled hiring a Vice President of Human Resources who was a superb cultural and technical fit. However, six months after he joined, the company acquired another company with extensive international operations. The new Vice President of Human Resources had yet to gain international experience and would not have been qualified for his role in the now-global company. The company and the individual used coaching, added support, and training to allow the individual to keep and excel in his expanded role.
However, if the issues are exclusively about style or cultural match, coaching someone to fit into the organization is harder.
Move the Person into Another Role
Carved into another moved function or position that might provide a better fit? Our surveyed executives agreed that this works on occasion. For example, suppose there is a personality conflict with the hiring manager, but there is a comparable role in another region or business unit. In that case, it is possible to transition the person successfully. However, “there are not many second chances in most companies,” one executive cautioned us.
Mr. Bowling added his caution: “Another position in the organization might be a better fit, so make a good faith effort to look for one. But don’t transfer your problems to someone else—that is unethical and will destroy your credibility in the long run.”
Learn from Your Mistakes
What was your mistake? Was it hiring too fast? Ignoring red flags because you personally liked the individual? Being so wooed by a track record that you ignored cultural fit? Do you need more adequate due diligence?
Most of our respondents agreed that many of their hiring mistakes proved an opportunity to re-examine their hiring process. And yes, you need a structured hiring process that defines what you seek, aligns the interview team, includes behavior-based interviewing, and ensures due diligence.
“I once had a boss who said, be slow to hire, quick to fire,” adds Mr. Early. “That’s trite, but, looking back, I should’ve heeded that more often.”
Realize also that a batting average of 100 percent on new hires is unrealistic and shouldn’t be expected. Jack Welch, former Chief Executive Officer of General Electric, said, “New managers are lucky to get it right half the time. And even executives with decades of experience will tell you they make the right calls 75 percent of the time, at best.”
And when you do make those mistakes, don’t be afraid to admit them. Just try not to repeat them.
This article was initially published in November 2011 and updated in September 2018.
Throughout the past year, we’ve enjoyed an array of global travels, meaningful books, thought-provoking films, and live music experiences that prompted us to dance and sing. Deeming something “the best” is a heady move, but The Alexander Group knows a few things about exemplary talent, so we offer these 2024 arts and pop culture superlatives as we head into 2025.
Best Film: Documentary Daughters streaming on Netflix. It’s about a daddy/daughter dance, where the fathers are incarcerated. Look for it to get an Oscar nod.
Best Concert: It’s hard to pick as I went on a concert BINGE this year. Taylor Swift (multiple shows), Joni Mitchell at the Hollywood Bowl, and the Rolling Stones in San Francisco.
Best Trip/Travel Destination: The Gleneagles in Scotland for a bucket list golf trip.
Best Film(s): Movies are Will and Harperand The Menendez Brothers documentaries. Will and Harper’s insight into a personal conversation with one of my favorite actors, Will Ferrell, and his good friend’s transformative journey.
The Menendez Brothers is gripping— the story of these infamous brothers and their plea for mercy.
Best Book: Framed by John Grisham (currently reading). It’s the perfect mix of my interest in nonfiction and crime thriller documentaries and shows like Dateline and 20/20.
Best Trip/Travel Destination: Spending Thanksgiving with family on the Big Island, Hawaii. It was an unforgettable week filled with beautiful moments, amazing company, fantastic golf, and breathtaking sunsets.
Wellness by Nathan Hill was a close second but was published in 2023
Best Concert/Album: Ben Folds at the San Francisco Symphony!
Best Trip/Travel Destination: We were absolutely delighted by our August visit to Bend, Oregon. Incredible hiking, views, food, and craft beer in Central Oregon. We can’t wait to go back.
Best Film: Deadpool & Wolverine. Funniest movie I’ve seen in quite a while.
Best Trip/Travel Destination: Disneyworld! It was a trip “for the kids,” but it also fulfilled a lifelong wish for my wife and me. We can’t wait to go back!
Best Book: After the Rain by Alexandra Elle. It is a book comprised of gentle reminders for Healing, Courage, and Self-Love. It is for everyone learning how to dance in the rain. Your storms do not define you. Trust your pilgrimage and uncover your joy. It’s an easy peace-giving read.
Best Concert/Album: I went to The Beach Boys! How nostalgic that was!
Best Trip/Travel Destination: I was heading to New Orleans for a golf trip, but it was canceled at the last second because of a hurricane warning. I was at the airport and called by my brother, who was also there for our annual golf trip to celebrate our birthdays. We pivoted quickly to Las Vegas and got comped rooms at the Bellagio. We had an opportunity to play Bali Hai Golf Club, the only championship golf course remaining on the famed Las Vegas Strip. When we pulled up to the 18th hole, Butch Harmon was there watching… the most nervous I have EVER been standing over a golf ball.
Abby Buchold, Senior Research Associate
Best Concert: Sarah McLachlan in early July was the only concert I attended this year—the tickets were a birthday gift from my husband. She performed all of the songs from her 1993 album, Fumbling Towards Ecstasy. I wore that CD out and had to buy a new copy in 1997! As trailing GenX-ers, her music was a college staple for my husband and me. She’s just as amazing now as she was in the 90s!
Best Trip/Travel Destination: We traveled to beautiful Thessaloniki, Greece with some friends in May. Thessaloniki is a lovely city in northern Greece on a bay just off the Aegean, and it is the hometown of one of our travel companions. Highlights included Mt. Olympus, Philippi, and Grevena, a town known as the mushroom capital of Greece. We had nearly perfect weather and enjoyed visiting many seaside tavernas for amazing seafood. I never thought I’d love fried sardines, but I do now.
Jennifer Lee, Administrative Assistant
Best Film: Deadpool & Wolverine
Best Book: Atomic Habits by James Clear (came out in 2018, but I read it this year)
Best Concert/Album: Ten Days – Fred Again
Best Trip/Travel Destination: Goldbar, Washington
Lindsay Ames, Research Associate
Best Concert/Album: My favorite concert of 2024 is a combination with my favorite travel destination (as my family and I haven’t been travelling much lately). Las Vegas, Nevada, for the Sick New World 2024 festival.
My husband and I have gone two years in a row to this festival, for its inaugural and second years, to see our favorite heavy/nu-metal band, System of a Down. We were planning to attend next year as well, but SOAD decided not to headline for 2025 (Metallica and Linkin Park, with their new lead singer, were co-headlining the bill instead), and the festival was not able to sell out like they had the first two years and canceled.
Lauren Elkhoury has joined Vinson & Elkins as Director of Pricing and Rates. Ms. Elkhoury is a cross-functional leader with extensive experience identifying and planning strategic initiatives to maximize revenue and profitability competitively.
Prior to joining Vinson & Elkins, Ms. Elkhoury Director, Practice Operations for Norton Rose Fulbright US LLP in Houston, Texas. Ms. Elkhoury received a Bachelor of Arts in Political Science from Tulane University.
“Lauren is a seasoned legal professional who will bring years of legal project management, pricing, and practice operations experience to Vinson & Elkins. She is known for her ability to plan strategic initiatives to maximize revenue and profitability competitively,” said Anthony Ott, Senior Associate, The Alexander Group.
Managing Director John Mann and Senior Associate Anthony Ott conducted and completed this search.
Vinson & Elkins LLP is one of the largest and most successful law firms in the United States, with approximately 700 attorneys. V&E consistently ranks as one of the most profitable law firms and is ranked 25th in the Am Law 100 with respect to 2023 based on profit per equity partner.
Collaborating seamlessly across 11 offices worldwide, V&E provides outstanding client service. The Firm’s lawyers and other professionals are committed to excellence, offering clients experience in handling their transactions, investments, projects, and disputes across the globe. Established in 1917, the Firm’s time-tested role as trusted advisor has made V&E a go-to law firm for many of the world’s leading businesses and investors.
