Why Integrity Still Matters in Executive Search: Protecting Leaders and Companies from Bad Fits

Integrity Still Matters in Executive Search: Why Strong Leaders and Strong Companies Deserve Better

In executive search — especially in Life Sciences — integrity is not a “nice to have.”
It’s the foundation of every great hire.

Since stepping into my role at Alder Brooks, I’ve spoken with countless CEOs, operators, candidates, and former colleagues. Their reactions are almost always the same:

1️⃣ “Your background is perfect for this. You’re going to be great.”
2️⃣ “Please don’t become like the recruiters who take anything that crosses their desk.”

That second comment says everything about how this industry is perceived.
And the truth is… they're not wrong.

There are search firms — and individual recruiters — who will take on a search even when the board, leadership, or culture is toxic, unethical, or fundamentally misaligned with the values of high-performing operators.

Here’s my response:

That’s not how I roll.
And it never will be.

The “No Asshole Rule” Applies to Executive Search

Stanford professor Robert Sutton popularized The No Asshole Rule — the idea that toxic people destroy cultures, productivity, and careers.

The same principle applies here:

• Great companies don’t want toxic leaders.
• Strong leaders don’t want toxic companies.
• And at Alder Brooks, we don’t place exceptional talent into environments that compromise their values — or ours.

Integrity is not branding.
It’s the filter.

A Real Scenario I’ll Never Forget

A few years ago, a search firm approached me about a CEO opportunity.

On paper, everything looked promising.
Until I asked who was on the board.

The Chairman was someone I knew well — someone with:

• no ethical guardrails
• a history of creating toxic environments
• a belief that rules applied to everyone except them

I asked the recruiter why they thought I was a fit.

Their answer?

“They need a leader with strong ethics. And frankly — having a female CEO checks an important box for them.”

Translated:

They wanted the appearance of integrity, diversity, and good governance…
while planning to run the company behind the scenes exactly as before.

I had zero interest in being their “ethical face” while supporting strategies I fundamentally disagreed with.

My answer was simple:

No.

Integrity Isn’t a Marketing Line — It’s the Standard

As Managing Director at Alder Brooks, here’s what I won’t do:

❌ Take searches where leadership treats people as expendable
❌ Support companies with unethical or manipulative boards
❌ Place candidates into environments that will damage their careers
❌ Work with clients whose real agenda doesn’t match the job description
❌ Partner with companies expecting leaders to compromise their values

I built my career by saying no to the wrong environments — even when they were lucrative.

I will do the same here.
Because the cost of placing exceptional talent into the wrong environment is too high.

The Bottom Line

Strong companies deserve great leaders.
Great leaders deserve strong environments.
Integrity is the bridge between the two.

At Alder Brooks, that’s not marketing.
It’s how we operate.

Patty Sipes
Managing Director, Alder Brooks
Former CEO & CCO | Life Sciences Commercial Leadership

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