From the Courtroom to Community Leadership: Erica Yew on stepping into the CEO role at ALF Silicon Valley

Erica Yew has spent decades in public service, including more than 24 years as a judge, and has received numerous honors recognizing her leadership and commitment to community. She is a Senior Fellow of the American Leadership Forum and a member of Class 15, which she jokingly calls the best class. Over the years, Yew has remained active in the ALF network, including the AAPI affinity group, and was preparing to join the ALF Board of Directors when an unexpected opportunity changed her plans. I spoke with her about how she came to the CEO role, the importance of networked leadership, and what she hopes to accomplish in this new chapter.

Demone Carter: After more than two decades on the bench, what led you to take on the CEO role at American Leadership Forum?

Erica Yew: When I retired, my last official day was January 23. I actually had other plans. I intended to represent judges who are facing misconduct proceedings. Judicial ethics is an area where I have deep experience and could offer real expertise.

Then, Rolanda Pier Dixon reached out to ask if I would consider joining the ALF board. David Yarnold (ALF Interim CEO) interviewed me for that role. Shortly after, he texted, "Can we talk tomorrow?" I want to throw a little grenade into your retirement plans. That is when he asked me to consider becoming CEO.

At first, I thought I was not qualified. As a judge, I was barred from fundraising. But the more we talked, the more intrigued I became. I love the ALF network. The opportunity to support it, to work more closely on the ground, to help shape the curriculum, and to think about how we engage class members and activate the network felt deeply rewarding.

DC: You have served as a judge, educator, and community leader. How do those experiences shape the way you approach leadership at ALF?

EY: Most of my teaching experience was training judges. Judges are engaged, informed, and very thoughtful students. Teaching them is less about lecturing and more about facilitating real-time dialogue and sharing knowledge.

That approach fits well with ALF. The people in our network are already established leaders. ALF’s role is to facilitate conversations, introduce new ideas, and create a shared language around leadership and the common good. My experience guiding thoughtful and sometimes difficult discussions among strong personalities translates directly to working with a network of accomplished leaders.

DC: Your work as a judge required building trust and navigating disagreements. How does that perspective carry into this role?

EY: In the courtroom, we emphasize that public trust and confidence are our currency. Every person should leave feeling seen, heard, respected, and understanding how the decision was reached.

That philosophy applies to ALF as well. We want people to trust the organization, feel engaged in transparent processes, and know they are treated with dignity and respect.

DC: ALF talks often about serving the common good. What does that idea mean to you right now?

EY: The common good requires selfless leadership. It means recognizing that access, authority, and power are precious and powerful. Those tools can either serve ourselves or uplift others.

To me, serving the common good means using whatever access and authority you have to improve systems and elevate people. That can be within your workplace, nonprofit, local community, or nationally. It is about stewarding power responsibly and generously.

DC: Many people feel that trust in institutions is low right now. What role can ALF play in rebuilding that trust?

EY: During my time with the National Center for State Courts, we studied public trust and confidence in the courts. Trust declined for ten consecutive years, much of it driven by national headlines about the U.S. Supreme Court.

But when focus groups were given more information about how local courts actually operate, including treatment courts and trauma-informed family courts, trust increased significantly. More than 80 percent supported drug treatment courts once they understood them.

The lesson is that transparency and tangible examples matter. For ALF, that means creating clear and visible ways for people to engage. I imagine a menu of opportunities, such as service days led by Senior Fellows, a speakers bureau to connect with students, webinars, and network-wide projects. People want to participate, but they need clear pathways.

DC: You often talk about your experience as a Class 15 Senior Fellow. How does that shape your goals as CEO?

EY: I loved my class. Class 15, from 2003 to 2004, is still very connected. That long-term bond has been one of the most rewarding parts of my ALF experience.

As CEO, I want that level of engagement to be possible for every Senior Fellow who wants it. I plan to meet with every class, affinity group, and committee to help strengthen those connections.

We currently have about 850 people in the ALF network, but only about 19 percent donate. I would love to see greater engagement at every level, including giving. Even small contributions show connection and investment in the network.

DC: ALF has developed its consulting arm, ALF Insights. How do you see the work of ALF Insights supporting the broader goals of the ALF network?

EY: ALFI has been very helpful to senior fellows in the ALFSV network by providing experienced facilitation across many disciplines and subject matter areas. One example is the California Judges Association, which hired ALFI when I was its president. Jenny Nikalaus facilitated our board retreat. We were coming out of a dynamic period, and it was helpful to have a facilitated dialogue on board communication. We also had fun with the exercises Jenny gave us to spark conversation and to team-build.