As advisers to boards in a range of listed and private companies, we are often asked for guidance by new and aspiring non-executive directors. Through combining our experience and perspective in providing board advice, we have developed a guide that provides insight into the NED role as well as practical advice on how to secure that first external appointment. We hope you find the information useful and informative.
Compassionate and positive cultures in the NHS: Support for NHS Staff to Spea...NHS Horizons
The session provided information on roles that support staff wellbeing in the NHS, including:
1) Freedom to Speak Up Guardians who help staff raise concerns confidentially and link them to resolution processes.
2) Wellbeing Guardians who work to promote staff wellbeing at a senior level and ensure it is a priority.
3) Health and Wellbeing Champions who raise awareness of wellbeing resources and activities at a local team level.
The presenters discussed the responsibilities and benefits of these roles in empowering staff and creating positive workplace cultures. The next session was introduced which will continue exploring support for NHS staff.
Social care information packs
This is a series of short information sheets and matching slide sets about how social care staff can support people with learning disabilities to have better access to health services. They provide an introduction to each area and links to where further information and useful resources can be found.
#Caring4NHSPeople virtual wellbeing session 10th November 2021NHS Horizons
The document summarizes a virtual community meeting focused on contributing to a positive culture through kindness and compassion. It includes:
- An agenda with presentations on civility initiatives at various NHS trusts, the importance of positive culture change, and improvements in bullying/harassment rates.
- Information about the NHS England and NHS Improvement Civility and Respect program and campaign aims to promote respectful workplaces.
- Details of additional campaign sessions and how to get involved or seek further support.
- A discussion on establishing a Kindness Collaborative at Northern Care Alliance NHS Group to improve staff survey scores around civility.
#Caring4NHSPeople virtual wellbeing session 9th March 2022NHS Horizons
This document summarizes a Wellbeing Wednesday event hosted by NHS England and NHS Improvement to support the health and wellbeing of NHS staff and partner organizations. Over 11,500 staff participated in 35 previous wellbeing sessions. The aims of this event were to offer support, share available wellbeing activities, and connect participants. Speakers discussed the importance of leadership and checking in on teams, supporting staff after distressing events, the role of Professional Nurse Advocates, and future wellbeing sessions. Participants provided feedback on how they have used information from past sessions and what they would like to see in future sessions.
#Caring4NHSPeople virtual wellbeing session 9th March 2022NHS Horizons
This document summarizes a Wellbeing Wednesday event hosted by NHS England and NHS Improvement to support the health and wellbeing of NHS staff and partner organizations. Over 11,500 staff participated in previous wellbeing sessions. The aims of this event were to offer support, share available wellbeing activities, and connect participants. Speakers discussed the importance of leadership and checking in with teams, supporting staff after distressing events, and the role of Professional Nurse Advocates in supporting staff. Future wellbeing sessions and reflections closed the event. Participants provided feedback on how the information was used and what they would like to see covered in future sessions.
#Caring4NHSPeople virtual wellbeing session 9th February 2022NHS Horizons
This document summarizes a virtual event hosted by NHS England and NHS Improvement to support the health and wellbeing of NHS staff affected by Long Covid. The event included presentations from directors and staff with lived experience of Long Covid. They discussed understanding Long Covid symptoms and effects, newly published guidelines for supporting affected staff, and available support resources. The event concluded with a question and answer session to gauge its usefulness for supporting staff health and wellbeing.
Compassionate and positive cultures in the NHS: Support for NHS Staff to Spea...NHS Horizons
The session provided information on roles that support staff wellbeing in the NHS, including:
1) Freedom to Speak Up Guardians who help staff raise concerns confidentially and link them to resolution processes.
2) Wellbeing Guardians who work to promote staff wellbeing at a senior level and ensure it is a priority.
3) Health and Wellbeing Champions who raise awareness of wellbeing resources and activities at a local team level.
The presenters discussed the responsibilities and benefits of these roles in empowering staff and creating positive workplace cultures. The next session was introduced which will continue exploring support for NHS staff.
Social care information packs
This is a series of short information sheets and matching slide sets about how social care staff can support people with learning disabilities to have better access to health services. They provide an introduction to each area and links to where further information and useful resources can be found.
#Caring4NHSPeople virtual wellbeing session 10th November 2021NHS Horizons
The document summarizes a virtual community meeting focused on contributing to a positive culture through kindness and compassion. It includes:
- An agenda with presentations on civility initiatives at various NHS trusts, the importance of positive culture change, and improvements in bullying/harassment rates.
- Information about the NHS England and NHS Improvement Civility and Respect program and campaign aims to promote respectful workplaces.
- Details of additional campaign sessions and how to get involved or seek further support.
- A discussion on establishing a Kindness Collaborative at Northern Care Alliance NHS Group to improve staff survey scores around civility.
#Caring4NHSPeople virtual wellbeing session 9th March 2022NHS Horizons
This document summarizes a Wellbeing Wednesday event hosted by NHS England and NHS Improvement to support the health and wellbeing of NHS staff and partner organizations. Over 11,500 staff participated in 35 previous wellbeing sessions. The aims of this event were to offer support, share available wellbeing activities, and connect participants. Speakers discussed the importance of leadership and checking in on teams, supporting staff after distressing events, the role of Professional Nurse Advocates, and future wellbeing sessions. Participants provided feedback on how they have used information from past sessions and what they would like to see in future sessions.
#Caring4NHSPeople virtual wellbeing session 9th March 2022NHS Horizons
This document summarizes a Wellbeing Wednesday event hosted by NHS England and NHS Improvement to support the health and wellbeing of NHS staff and partner organizations. Over 11,500 staff participated in previous wellbeing sessions. The aims of this event were to offer support, share available wellbeing activities, and connect participants. Speakers discussed the importance of leadership and checking in with teams, supporting staff after distressing events, and the role of Professional Nurse Advocates in supporting staff. Future wellbeing sessions and reflections closed the event. Participants provided feedback on how the information was used and what they would like to see covered in future sessions.
#Caring4NHSPeople virtual wellbeing session 9th February 2022NHS Horizons
This document summarizes a virtual event hosted by NHS England and NHS Improvement to support the health and wellbeing of NHS staff affected by Long Covid. The event included presentations from directors and staff with lived experience of Long Covid. They discussed understanding Long Covid symptoms and effects, newly published guidelines for supporting affected staff, and available support resources. The event concluded with a question and answer session to gauge its usefulness for supporting staff health and wellbeing.
People with intellectual disability and the NDIS Challenges ahead NSW NCID cl...Christine Bigby
This document summarizes key challenges for ensuring the National Disability Insurance Scheme (NDIS) meets the needs of people with intellectual disabilities, who make up 60-70% of those in the scheme. It notes people with intellectual disabilities have not been at the center of attention in the scheme's design and implementation. It emphasizes the need to hear diverse voices of people across different levels of intellectual disability and ensure advocacy supports their participation. It also stresses the importance of funding supports that have an evidence base of effectively improving outcomes, not just providing hours of care, and ensuring the market delivers quality supports.
The affiliation programme is a network of over 40 community-based cancer support centres and services in Ireland that are united under the Irish Cancer Society umbrella. The aims of the programme are to improve quality of life for cancer patients and their families, increase awareness of psychosocial support benefits, and broaden access to support services. Centres receive training, grants, networking opportunities, and engage in evaluation to maintain affiliation standards around policies, strategic plans, volunteer qualifications, and communication abilities. Recovery Haven in Tralee was established in 2008-2010 and provides counselling and complementary therapies through staff, volunteers, and partnerships while meeting affiliation obligations. Affiliation provides support, shared learning, collective strength, and assurance of good practice standards.
Building the right support for people with a learning disability and/or autis...NHS England
Presentations from NHS England's national event Building the right support for people with a learning disability and/or autism: one year on and two years ahead, 8 November 2016.
The document discusses youth mental health in Kent and proposes the following:
1. Engage young people in developing youth mental health services and improve understanding of issues in communities.
2. Ensure accessible youth-friendly services and support are available.
3. Consider piloting a co-located youth mental health service model in Kent to provide a more robust, youth-oriented service. The service would address social, psychological, and environmental stressors impacting youth well-being.
Workforce Race and Equality in Nursing and MidwiferyNHS England
This document discusses workforce race equality in nursing and midwifery in the UK NHS. It provides background information and statistics showing that while 20.5% of NHS nurses and midwives are from Black and minority ethnic (BME) backgrounds, they are underrepresented in senior pay bands. The document outlines a model to improve BME representation across all levels by 2028 through leadership commitment, positive action, accountability, and monitoring progress. It discusses priorities from the NHS Long Term Plan and Workforce Race Equality Standard to close gaps and ensure middle management engagement. The presenter asks audience questions about implementing improvement plans.
The document contains notes from an emergency budget action planning meeting discussing various topics related to health and social care, grants, youth and service user involvement, community development, rural services, promoting local services, influencing funding reviews, personalization and direct payments, and the role of small to medium VCS organizations in delivering public services. Actions were identified for many topics around improving partnership, communication, involvement, and representation across sectors.
Are We There Yet Outcomes Framework Debra MooreDebra Moore
Presentation given to the National Clinical Leads and Modern Matrons Annual Conference (Mental Health and Learning Disability) outlining the Confirm & Challenge (6C\'s) Model and Outcomes Framework
Self-Directed Support - international best practiceCitizen Network
Dr Simon Duffy gave this talk on behalf of Inclusion Ireland and DSA Ireland on the international lessons on self-directed support. The seminar offered a wide range of personal and academic support for progressing self-directed support in Ireland and advocacy groups continue to press Government to open up these options for people and families.
The document discusses addressing denial, stigma, and discrimination faced by people living with HIV/AIDS. It shares experiences of various organizations that have created more enabling environments through approaches like increasing openness, counseling family members, training healthcare workers, and empowering people living with HIV/AIDS. It also recommends forming a group called AAROHII to document work on stigma and discrimination and influence policies to reduce it.
Dimensions Health plus Care conference presentationDimensions UK
'Sustainable service developments for adults with complex needs within a community setting'.
Our presentation looks at the Transforming Care Agenda and how support service providers can assist local authorities and practitioners in developing the right person centered support within a community environment.
Improving Lives: Supporting Adults with Learning Disabilities conferencemckenln
This document discusses preparing children and young people with special educational needs for adulthood. It emphasizes starting discussions about long-term goals like employment, independent living, relationships, and health by age 13-14. It provides guidance on supporting employment, independent living, health, relationships and community participation from an early age through transition planning, resources, role models and inclusive local services. The goal is for young people to achieve positive adult outcomes in these key areas.
This presentation summarises the discussions, and the actions to be taken forward, from our five workshops (1 on physical activity and 4 on health themes) with the third sector
The document discusses the Time to Change movement, which aims to reduce stigma and discrimination related to mental health problems. It notes that the Birmingham area has established a local Time to Change Hub to challenge stigma within the city. The hub is sponsored by local leaders and brings together organizations like Mind, the city council, health services, employers, and champions to work collaboratively on the issue. Its goals are to improve attitudes, reduce reported discrimination, empower those with mental health problems, and ensure the campaign's sustainability over the long term. To date, the hub has utilized funding to support over 50 champions, engaged over 1,350 community members, and held multiple events to promote conversations around mental health.
ICE is a marketing, communications and engagement specialist that delivers social change strategies for health and social care organisations. They have over 15 years of experience working with over 100 health and social care clients. ICE specializes in using insight-based communications and engagement approaches to change attitudes, behaviors, and drive sustainable change in communities. They employ a 'people-shaped' methodology to help clients achieve real outcomes.
This session explains the processes involved with getting a peer program of the ground at St. Johns Youth Service in South Australia. A major component to getting the program running was a research project that explored which participation models work best for peer programs. The finding of this research is presented here.
If viewers would like to see the research paper from the project please visit www.stjohnsyouthservices.org.au.
This presentation was given by Bria Partridge, St. Johns Youth Service and Krystal Hancock, a young person.
ISF module 2 - Person Centred Planning & PATHChris Watson
The document provides an overview of person-centered planning and the PATH tool. It discusses the PATH process which involves 7 steps: Now, Who's Here, Hopes & Dreams, Positive and Possible, Strengths, Next Steps 0-3 months, Next Steps 3-6 months, and Enroll. The document also discusses how PATH can be used from different perspectives like providers, social care, families, and the person. It emphasizes that PATH is an inclusive tool to create a shared vision for a positive future.
Making Integration Work - Jonathan BostockAlexis May
The document discusses findings from a survey of over 300 public sector workers on their views of collaboration across public services. While 50% described personal experiences positively, 35% found it challenging. Success is often measured by outcomes and quality of service, while the biggest threats are disagreements over costs and risk. Respondents felt relationships, communication, and mutual understanding were most important for success. Support such as training, mediation, and sharing best practices could help collaboration efforts.
Making Integration Work - Sandra Birnie and Will IvattAlexis May
The document discusses integrated health and social care delivery in West Cheshire, England. It notes that an aging population is increasing demands on services while budgets are decreasing. Partners are working to reduce hospital admissions and long-term care placements for over-65s by 25-30% and 15% respectively. The model involves a single point of access, integrated locality teams aligned with GP surgeries, and a shared care record to better coordinate services for improved outcomes and efficiency. Metrics are being developed to measure the model's impact on admissions, readmissions, satisfaction and more.
This document provides guidance on the role of a non-executive director (NED) in the UK. It discusses that while NED roles vary depending on factors like the type of organization and sector, there are some common responsibilities. Organizations typically appoint NEDs to bring independent perspective and expertise to the board. NEDs are expected to provide oversight, challenge management, and contribute their experience to strategic decision making. The document outlines some common duties of NEDs and factors for both prospective NEDs and organizations to consider for effective board appointments.
People with intellectual disability and the NDIS Challenges ahead NSW NCID cl...Christine Bigby
This document summarizes key challenges for ensuring the National Disability Insurance Scheme (NDIS) meets the needs of people with intellectual disabilities, who make up 60-70% of those in the scheme. It notes people with intellectual disabilities have not been at the center of attention in the scheme's design and implementation. It emphasizes the need to hear diverse voices of people across different levels of intellectual disability and ensure advocacy supports their participation. It also stresses the importance of funding supports that have an evidence base of effectively improving outcomes, not just providing hours of care, and ensuring the market delivers quality supports.
The affiliation programme is a network of over 40 community-based cancer support centres and services in Ireland that are united under the Irish Cancer Society umbrella. The aims of the programme are to improve quality of life for cancer patients and their families, increase awareness of psychosocial support benefits, and broaden access to support services. Centres receive training, grants, networking opportunities, and engage in evaluation to maintain affiliation standards around policies, strategic plans, volunteer qualifications, and communication abilities. Recovery Haven in Tralee was established in 2008-2010 and provides counselling and complementary therapies through staff, volunteers, and partnerships while meeting affiliation obligations. Affiliation provides support, shared learning, collective strength, and assurance of good practice standards.
Building the right support for people with a learning disability and/or autis...NHS England
Presentations from NHS England's national event Building the right support for people with a learning disability and/or autism: one year on and two years ahead, 8 November 2016.
The document discusses youth mental health in Kent and proposes the following:
1. Engage young people in developing youth mental health services and improve understanding of issues in communities.
2. Ensure accessible youth-friendly services and support are available.
3. Consider piloting a co-located youth mental health service model in Kent to provide a more robust, youth-oriented service. The service would address social, psychological, and environmental stressors impacting youth well-being.
Workforce Race and Equality in Nursing and MidwiferyNHS England
This document discusses workforce race equality in nursing and midwifery in the UK NHS. It provides background information and statistics showing that while 20.5% of NHS nurses and midwives are from Black and minority ethnic (BME) backgrounds, they are underrepresented in senior pay bands. The document outlines a model to improve BME representation across all levels by 2028 through leadership commitment, positive action, accountability, and monitoring progress. It discusses priorities from the NHS Long Term Plan and Workforce Race Equality Standard to close gaps and ensure middle management engagement. The presenter asks audience questions about implementing improvement plans.
The document contains notes from an emergency budget action planning meeting discussing various topics related to health and social care, grants, youth and service user involvement, community development, rural services, promoting local services, influencing funding reviews, personalization and direct payments, and the role of small to medium VCS organizations in delivering public services. Actions were identified for many topics around improving partnership, communication, involvement, and representation across sectors.
Are We There Yet Outcomes Framework Debra MooreDebra Moore
Presentation given to the National Clinical Leads and Modern Matrons Annual Conference (Mental Health and Learning Disability) outlining the Confirm & Challenge (6C\'s) Model and Outcomes Framework
Self-Directed Support - international best practiceCitizen Network
Dr Simon Duffy gave this talk on behalf of Inclusion Ireland and DSA Ireland on the international lessons on self-directed support. The seminar offered a wide range of personal and academic support for progressing self-directed support in Ireland and advocacy groups continue to press Government to open up these options for people and families.
The document discusses addressing denial, stigma, and discrimination faced by people living with HIV/AIDS. It shares experiences of various organizations that have created more enabling environments through approaches like increasing openness, counseling family members, training healthcare workers, and empowering people living with HIV/AIDS. It also recommends forming a group called AAROHII to document work on stigma and discrimination and influence policies to reduce it.
Dimensions Health plus Care conference presentationDimensions UK
'Sustainable service developments for adults with complex needs within a community setting'.
Our presentation looks at the Transforming Care Agenda and how support service providers can assist local authorities and practitioners in developing the right person centered support within a community environment.
Improving Lives: Supporting Adults with Learning Disabilities conferencemckenln
This document discusses preparing children and young people with special educational needs for adulthood. It emphasizes starting discussions about long-term goals like employment, independent living, relationships, and health by age 13-14. It provides guidance on supporting employment, independent living, health, relationships and community participation from an early age through transition planning, resources, role models and inclusive local services. The goal is for young people to achieve positive adult outcomes in these key areas.
This presentation summarises the discussions, and the actions to be taken forward, from our five workshops (1 on physical activity and 4 on health themes) with the third sector
The document discusses the Time to Change movement, which aims to reduce stigma and discrimination related to mental health problems. It notes that the Birmingham area has established a local Time to Change Hub to challenge stigma within the city. The hub is sponsored by local leaders and brings together organizations like Mind, the city council, health services, employers, and champions to work collaboratively on the issue. Its goals are to improve attitudes, reduce reported discrimination, empower those with mental health problems, and ensure the campaign's sustainability over the long term. To date, the hub has utilized funding to support over 50 champions, engaged over 1,350 community members, and held multiple events to promote conversations around mental health.
ICE is a marketing, communications and engagement specialist that delivers social change strategies for health and social care organisations. They have over 15 years of experience working with over 100 health and social care clients. ICE specializes in using insight-based communications and engagement approaches to change attitudes, behaviors, and drive sustainable change in communities. They employ a 'people-shaped' methodology to help clients achieve real outcomes.
This session explains the processes involved with getting a peer program of the ground at St. Johns Youth Service in South Australia. A major component to getting the program running was a research project that explored which participation models work best for peer programs. The finding of this research is presented here.
If viewers would like to see the research paper from the project please visit www.stjohnsyouthservices.org.au.
This presentation was given by Bria Partridge, St. Johns Youth Service and Krystal Hancock, a young person.
ISF module 2 - Person Centred Planning & PATHChris Watson
The document provides an overview of person-centered planning and the PATH tool. It discusses the PATH process which involves 7 steps: Now, Who's Here, Hopes & Dreams, Positive and Possible, Strengths, Next Steps 0-3 months, Next Steps 3-6 months, and Enroll. The document also discusses how PATH can be used from different perspectives like providers, social care, families, and the person. It emphasizes that PATH is an inclusive tool to create a shared vision for a positive future.
Making Integration Work - Jonathan BostockAlexis May
The document discusses findings from a survey of over 300 public sector workers on their views of collaboration across public services. While 50% described personal experiences positively, 35% found it challenging. Success is often measured by outcomes and quality of service, while the biggest threats are disagreements over costs and risk. Respondents felt relationships, communication, and mutual understanding were most important for success. Support such as training, mediation, and sharing best practices could help collaboration efforts.
Making Integration Work - Sandra Birnie and Will IvattAlexis May
The document discusses integrated health and social care delivery in West Cheshire, England. It notes that an aging population is increasing demands on services while budgets are decreasing. Partners are working to reduce hospital admissions and long-term care placements for over-65s by 25-30% and 15% respectively. The model involves a single point of access, integrated locality teams aligned with GP surgeries, and a shared care record to better coordinate services for improved outcomes and efficiency. Metrics are being developed to measure the model's impact on admissions, readmissions, satisfaction and more.
This document provides guidance on the role of a non-executive director (NED) in the UK. It discusses that while NED roles vary depending on factors like the type of organization and sector, there are some common responsibilities. Organizations typically appoint NEDs to bring independent perspective and expertise to the board. NEDs are expected to provide oversight, challenge management, and contribute their experience to strategic decision making. The document outlines some common duties of NEDs and factors for both prospective NEDs and organizations to consider for effective board appointments.
The work of HR part two the flow ofinformation and work.docxchristalgrieg
The work of HR part two: the flow of
information and work
Harnessing
the power
of corporate
culture
STRATEGIC COMMENTARY
Laurent Jaquenoud
e-HR
Employee self-service at RDF
HOW TO...
Integrate corporate culture and
employee engagement
PRACTITIONER PROFILE
Julie Bass, Groupama
METRICS
Rating intellectual capital
HR AT WORK
Tailored recognition at Lloyds TSB
Asset Finance
HR AT WORK
Transport for London’s
non-traditional training
REWARDS
Communicating employee
recognition at MDOT
RESEARCH AND RESULTS
Effective recruiting tied to stronger
financial results
September/October 2005
Volume 4, Issue 6
PAGE 20
DEPARTMENTS
Ethics and strategy innovation at Citigroup
How O2 built the business case for
engagement
Creating a business-focused IT function
Developing leaders for a sustainable
global society
Defining the strategic agenda for HR
FEATURES
by Dave Ulrich and Wayne Brockbank
32 Volume 4 Issue 6 September/October 2005
VER THE PAST DECADE, increasing
focus has been placed on the role that
businesses can – and should – play in
contributing to a sustainable global society.
Failure to face up to these challenges has significant costs.
Increasingly, a firm’s long-term competitiveness is
dependent on how creatively and adroitly its leaders
manage at the intersection of financial, social and
environmental objectives.
Responsibility for assuring that leaders at all levels in
the firm are ready to meet these rising expectations is
widely shared throughout the corporation, but HR
professionals, particularly those responsible for leadership
development, can be at the forefront of the effort.
To be in this vanguard, leadership development
experts must reflect on two critical questions: What
kind of leader is called for? And how do we develop
individuals with these capabilities? Since 1999 the
Aspen Institute’s Business and Society Program has
been convening experts in leadership development
from academic institutions, corporations and
professional service firms around the world, inviting
them to share insights on these questions. This article
details what we have learned so far from conversations
with these leading thinkers.
A new model for business leadership
If we are now expecting businesses to operate with a
longer-term view that takes social and environmental
impacts into account, we need a new model of
leadership to achieve that result. Typically, “new
model” leaders:
• are able to span boundaries, listen to diverse
constituencies and be willing to be altered by any of
these inputs;
• have the courage to make tough decisions in a way
that acknowledges the often conflicting
values/expectations of these constituencies;
• are enriched, not overwhelmed, by complexity and
diversity;
• build a team that is stronger than its individual parts;
• see the firm in a larger context, considering social and
environmental issues beyond the corporation’s gates;
• move beyond solving specific problems or addressing
particular needs ...
The document discusses interviewing prospective board members. It notes that board interviews evaluate both qualifications and suitability. Qualifications relate to experience and achievements, while suitability relates to personality fit with the board and company culture. The interview should involve both asking and answering questions to understand qualifications, suitability, and how the candidate would contribute. Sample questions for the interview are provided for both the interviewer and candidate to ask. The goal is to find candidates who are both qualified and will fit well with the existing board personality and culture.
Article by Dennis Cagan
What to ask a prospective board member, And . . . what you are most likely to be asked by them. Keep in mind that qualifications and suitability are two very different considerations.
The document discusses best practices for early-stage companies in establishing advisory boards and advisors. It provides guidance on objectives for advisors, identifying advisor needs, recruiting advisors, structuring advisory relationships, compensation, and documentation. Key points covered include defining company needs and challenges, finding advisors that are a good fit for culture and issues, and getting the most value from advisors through clear expectations and regular communication.
Which Managers Succeed - Home Grown or Outside Hires?Bill Thomas
The success of both home grown and externally hired managers varies widely depending on the organization's business challenges, the candidate's capability and potential, and the organization's effectiveness at making and leveraging the right choice. Read on for more insights.
This document provides guidance on evaluating candidates for executive roles. It emphasizes the importance of assessing cognitive and strategic skills, emotional intelligence, cultural fit, career motivations, and references. Key areas to evaluate include leadership, problem-solving, business acumen, adaptability, technology knowledge, innovation, and managing others. Understanding a candidate's self-awareness, self-regulation, empathy, and social skills provides insight into their emotional intelligence. Determining a candidate's motivations, preferred work environment, and how they may fit the organization's culture is also important. Conducting references can help address any remaining questions about a candidate's experience and traits. The objective is to evaluate how well each candidate is prepared and suited for the executive role
This document provides answers to 12 questions about coaching, consulting, emotional intelligence, and growing a business. Key points:
1. Coaching can help identify gaps and achieve breakthroughs faster than working alone by reducing errors. Mentoring is relationship-focused for both current and future development, while coaching is task-oriented and performance-driven.
2. Emotional intelligence, like self-awareness and relationship management, is as important as IQ for leadership. It can be developed by strengthening connections in the brain through practice.
3. Common business frustrations include a lack of control, people issues, insufficient profit, and failure of strategies to work long-term. Focus and planning tools from a coach can
WRIT111.A1 – Prof. Murphy – Summer 2015 Essay 5 Argumentat.docxericbrooks84875
WRIT111.A1 – Prof. Murphy – Summer 2015
Essay 5 Argumentation Essay
LENGTH: 4-5 pages. POINTS: 38 (10 for Draft, 20 for Final/Revision, 4 for Peer Feedback, 4 for TWC Visit).
DESCRIPTION
Write an essay on a controversial* topic of your choice. Take a well-reasoned position on the topic and
present it to readers with an original thesis statement, appropriate references and APA citations, and a clear
view that challenges, confirms, or denies readers’ opinions.
Learning Outcomes: 1-5,7
*To be controversial, a topic must be arguable or debatable—something about which thoughtful people
can disagree. You can pick a topic that is related to the one you wrote about for Essay 4. You can even use
some of the same sources. But you CANNOT reuse any of the text you submitted as part of Essay 4.
DUE DATES
o Draft—7/12.
o Peer Feedback—online, by 7/14.
o TWC Visit—by 7/19.
o Final/Revision—on Moodle, by 7/19.
REQUIREMENTS
o Typed, double-spaced, size 12 Times New Roman font.
o ½-inch margins at the top of the page, 1-inch margins on the side.
o Put a single-spaced heading (your name, WRIT111, my name, essay #, date) in the upper left corner.
o Put your last name and page number in the upper right corner of every page (not just the first page).
o Include an ORIGINAL title and thesis statement.
o Write in first-person narration (“I …”) and third-person narration (“[____] describes …”) as needed.
o Use a first-person point of view (“I …” “me …”) and third-person (“According to [____] …”) as needed.
o Write at least 4 but no more than 5 pages.
o Refer to Patterns for College Writing, pp. 525-550 for more information on argumentation essays.
Question: What are ten attributes for a candidate for the CEO position, Expand on each attributes.
Please read the below lecture note to guide you in answering the question and use two additional articles for reference purposes. Also, present one data representation in form of a table or chart or graph that can relate to your answer. (paper should be 2 and a half pgs, single spaced).
Executive Presence
16 EXECUTIVE TRAITS
These are the five major categories of Executive Presence. They encompass the 16 Executive Traits.
I. Business Intelligence Characteristics
1. Strategic vs. Tactical: Being skilled at tactics (managing day-to-day actions and tasks) is important to your career success. But it’s the ability to view business with a strategic, more global eye that will set you apart from your peers.
2. Whole Company Perspective: Broaden your perspective and increase your sensitivity to the ins and outs of your organization, from industry competitors to operations and procedures that affect daily life within your company.
3. Financial Framework: Company vice presidents and department leads have to manage a budget – thus, .
Iiba event slides 24-11-2011 (for slide share)IIBA UK Chapter
The document summarizes a recruitment event for business analysts that included presentations and a panel discussion on different perspectives of recruitment. It provides an overview of the event agenda, introduces the panelists, and shares tips for job seekers and recruiters, including how to work with recruitment consultants, craft effective CVs and applications, and have a successful interview. The document emphasizes communicating a well-rounded set of skills and exploring opportunities beyond immediate job descriptions.
This document discusses key concepts in educational management including leadership, planning, administration, organization, and direction. It provides definitions and explanations of these concepts. For example, it defines leadership as influencing others' behavior to achieve group goals, and planning as selecting alternatives and identifying outcomes before commitment. It also outlines components of educational management systems like the leadership framework and its principles of leading people, oneself, and the organization.
The document outlines the agenda for a two-day strategic alignment workshop between the boards of directors of Bank CIMB Niaga. Day 1 includes presentations of executive interviews identifying team dynamics issues and cultural differences between the merging banks, as well as group discussions around direction, leadership, and culture. Day 2 begins with a review and discussion of Goldman Sachs' leadership development model and team dynamics concepts, followed by discussions to develop strategic initiatives and commitments. The goal is to align the boards on vision, values, and priorities to drive integration and performance.
An Analysis of the Learning Processes of Successful EntrepreneursBrian Chupp
Numerous studies show that small business and entrepreneurism are vital to the health of our nation’s economy. In fact, over the last decade, these types of ventures account for 70% of economic growth, 75% of new jobs, and represent 99% of all employers. However, there remains a high rate of failure in these ventures, with over 60% of them failing within 6 years. Studies show that one reason for this failure is that entrepreneurs fail to learn new knowledge/skills as their organizations grow.
Unfortunately, only a limited number of studies have been conducted to investigate the learning process of entrepreneurs. The purpose of this descriptive ethnography was twofold: (1) explore the learning and development challenges experienced by entrepreneurs in the various phases of organizational growth, and (2) explore how entrepreneurs recognize the need to learn and develop plans to address the challenges. Once learning and development challenges, along with corresponding knowledge and skills, are identified, then learning solutions can be developed and offered to help entrepreneurs acquire them.
This descriptive ethnography was conducted with nine entrepreneurs from Northwest Ohio and Southeastern Michigan. Results included primary themes of learning challenges and the knowledge/skills needed to overcome them. Means of recognizing the need to learn new knowledge/skills and learning tools to acquire them were identified. Finally, participants gave nine pieces of advice for fellow entrepreneurs.
This study resulted in 14 findings regarding entrepreneurial learning. Recommendations were provided for entrepreneurs, learning solution providers, and lending institutions. Several additional recommendations for future research emerged from this study, which are noted.
The document discusses concepts of leadership and quality management. It defines leadership and discusses transformational leadership and how leaders can instill processes rather than control through force. It outlines concepts like the 7 habits of highly effective people and the Deming philosophy of quality management. It emphasizes the role of senior management in leading quality improvement efforts through forming a quality council, establishing goals and measures, and recognizing successes. The core values of visionary leadership, customer-driven excellence, organizational learning, valuing workforce members, and agility are discussed as frameworks for leaders to make decisions.
Effective workplace collaboration requires certain skills from employees and an organizational culture that supports collaboration. The document discusses key collaboration skills such as clear communication, compromise, respect, and problem-solving. It also identifies challenges to collaboration like poor communication, lack of resources, and unclear objectives. Additionally, the document provides an example of how collaboration could work effectively on developing a new marketing strategy, highlighting benefits like engagement and cost-effectiveness.
Professional Development Programs for Law Firmskcbradley
The document proposes a professional development program for a law firm. It recommends conducting a needs assessment, developing a firm-wide action plan, and implementing the action plan in three phases. The proposal outlines training programs for lawyers at all levels, from new associates to partners. It emphasizes the importance of business, management, leadership and technical skills training.
This document discusses leadership challenges for project, program, and portfolio managers. It begins by defining leadership and outlining what will be covered, including the role of the PPM leader, leadership styles, emotional intelligence, and personal resilience. It then discusses some of the specific challenges PPM leaders face, such as diverse stakeholders, transient teams, and new products/methods. The document provides seven keys to project leadership and examines why programs succeed or fail. It stresses the importance of leadership, alignment between business and suppliers, managing dependencies and risks, and having a clear end goal. The document emphasizes that to be a successful leader requires training, experience, a support network, continuous learning, and resilience.
The document discusses achieving managerial effectiveness through the planned behavior approach. It begins with an acknowledgement and table of contents. It then discusses what managerial effectiveness means, including achieving organizational goals and objectives. Key managerial skills are communication, listening, commitment to truth, empathy, persuasion, and leadership. The planned behavior approach for achieving managerial effectiveness includes behavior, normative, and control beliefs that influence intentions and actual behavior. The difference between effective and regular managers is also examined.
This document describes three engagement and workshop packages offered by Emergenetics to help organizations improve team performance. The first is a three-quarter day workshop that uses assessments to help participants understand their individual strengths and how they can contribute to a more collaborative team. The second involves ongoing leadership coaching over 9-12 months to help leaders enhance their skills and performance. The third is a four module "Leadership Launch Kit" designed to quickly develop technologist and young leaders into impactful leaders through assessments and experiential activities.
The Norman Broadbent Group (AIM: NBB) is a leading Professional Services firm focussing on Talent Acquisition & Advisory Services. Since our formation nearly 40 years ago we have developed a range of complementary services consisting of Board & Leadership Search, Senior Interim Management, Research & Insight, Leadership Consulting, and Solutions. With a range of services designed to meet customer needs at different stages in their growth or the economic cycle, our innovative and flexible approach enables us to help clients in a creative and bespoke way. By increasingly operating within sector 'hubs' as opposed to siloed service lines, we can service clients better and more collaboratively.
Tim Drake joins Norman Broadbent Group PlcSteven Salter
Tim Drake has been appointed as a Director to Norman Broadbent Group's Consulting team. Norman Broadbent Group is a corporate advisor that helps clients with human capital challenges through services like executive search, interim management, and leadership consulting. The CEO said that Drake's experience in sales, marketing, HR, and talent consulting at a major brewer and as a consultant will help clients address the new challenges of the changing world of work.
Norman Broadbent Group appoints group CFO / COOSteven Salter
The
Norman Broadbent Group, a leading London Stock Exchange quoted Professional Services firm offering a
diversified portfolio of integrated Leadership Acquisition Advisory Services (Board Leadership Search, Senior
Interim Management, Research Insight, Leadership Consulting Assessment, and executive level Talent Solutions)
is pleased to announce the appointment of Steve Smith as Chief Financial Officer Chief Operating Officer He will be joining the Group and PLC Board on March 30th, 2020
The Board is pleased to report that following the progress made in the first six months of 2019, the underlying growth in revenue and improvement in operating results has continued into the second half of the year.
Norman broadbent group recognised by hampton alexander reviewSteven Salter
Leading
London quoted Professional Services firm, Norman Broadbent Group, has been recognised in the 2019 Hampton Alexander Review for being “at the forefront in helping boards achieve gender balance”
Norman Broadbent Group appoints David Mahoney Move strengthens Executive Sea...Steven Salter
The Norman Broadbent Group – an innovative provider of Leadership Acquisition & Advisory Services, comprising Board and Executive Search, Senior Interim Management, Research & Insight, Leadership Consulting & Assessment, and executive-level Recruitment Solutions - is pleased to announce the appointment of David Mahoney to its Executive Search Practice.
Norman Broadbent Group Appointment of Group CFO & COOSteven Salter
Norman Broadbent, a leading provider of talent acquisition and advisory services, has appointed Will Gerrand as their new Group Chief Financial Officer and Chief Operating Officer. Will has over 20 years of experience in finance, recruitment, and financial leadership from both corporate and private equity backed organizations. The Group CEO commented that Will's 10 years of experience in their sector will provide significant expertise to the leadership team as the company enters an exciting new phase of growth.
Appointment of Gary Browning as Strategic Advisor to the Board and Mike BrennanSteven Salter
Norman Broadbent plc - a leading provider of Talent Acquisition & Advisory Services, comprising Board & Executive Search, Interim Management, Research & Insight, Leadership Consulting & Assessment, and executive-level Recruitment Solutions announces the appointment of Gary Browning as Strategic Adviser to the Board and CEO, and the appointment of WH Ireland as Nominated Adviser and Broker.
GDPR: A Threat or Opportunity? www.normanbroadbent.Steven Salter
With General Data Protection Regulation (GDPR) a legal requirement for all UK companies from May 2018, there have been numerous articles written either demonstrating the confusion surrounding the new regulations, or detailing the downsides of the legislation.
This document provides information on tackling talent attraction and retention. It discusses best practice advisory training and interim resources for talent management from Leyland Stanford Limited, a talent management company located in Windsor, Berkshire. The company can be contacted via their website or telephone number for further details on their talent management services.
Building Meaningful Talent Communities with AI - Heather Pysklywec - SocialHR...SocialHRCamp
Speaker: Heather Pysklywec
Digital transformation has transformed the talent acquisition landscape over the past ten years. Now, with the introduction of artificial intelligence, HR professionals are faced with a new suite of tools to choose from. The question remains, where to start, what to be aware of, and what tools will complement the talent acquisition strategy of the organization? This session will give a summary of helpful AI tools in the industry, explain how they can fit into existing systems, and encourage attendees to explore if AI tools can improve their process.
How to Leverage AI to Boost Employee Wellness - Lydia Di Francesco - SocialHR...SocialHRCamp
Speaker: Lydia Di Francesco
In this workshop, participants will delve into the realm of AI and its profound potential to revolutionize employee wellness initiatives. From stress management to fostering work-life harmony, AI offers a myriad of innovative tools and strategies that can significantly enhance the wellbeing of employees in any organization. Attendees will learn how to effectively leverage AI technologies to cultivate a healthier, happier, and more productive workforce. Whether it's utilizing AI-powered chatbots for mental health support, implementing data analytics to identify internal, systemic risk factors, or deploying personalized wellness apps, this workshop will equip participants with actionable insights and best practices to harness the power of AI for boosting employee wellness. Join us and discover how AI can be a strategic partner towards a culture of wellbeing and resilience in the workplace.
AI Considerations in HR Governance - Shahzad Khan - SocialHRCamp Ottawa 2024SocialHRCamp
Speaker: Shahzad Khan
This session on "AI Considerations in Human Resources Governance" explores the integration of Artificial Intelligence (AI) into HR practices, examining its history, current applications, and the governance issues it raises. A framework to view Government in modern organizations is provided, along with the transformation and key considerations associated with each element of this framework, drawing lessons from other AI projects to illustrate these aspects. We then dive into AI's use in resume screening, talent acquisition, employee retention, and predictive analytics for workforce management. Highlighting modern governance challenges, it addresses AI's impact on the gig economy as well as DEI. We then conclude with future trends in AI for HR, offering strategic recommendations for incorporating AI in HR governance.
Accelerating AI Integration with Collaborative Learning - Kinga Petrovai - So...SocialHRCamp
Speaker: Kinga Petrovai
You have the new AI tools, but how can you help your team use them to their full potential? As technology is changing daily, it’s hard to learn and keep up with the latest developments. Help your team amplify their learning with a new collaborative learning approach called the Learning Hive.
This session outlines the Learning Hive approach that sets up collaborations that foster great learning without the need for L&D to produce content. The Learning Hive enables effective knowledge sharing where employees learn from each other and apply this learning to their work, all while building stronger community bonds. This approach amplifies the impact of other learning resources and fosters a culture of continuous learning within the organization.
Start Smart: Learning the Ropes of AI for HR - Celine Maasland - SocialHRCamp...SocialHRCamp
Speaker: Celine Maasland
In this session, we’ll demystify the process of integrating artificial intelligence into everyday HR tasks. This presentation will guide HR professionals through the initial steps of identifying AI opportunities, choosing the right tools, and effectively implementing technology to streamline operations. Additionally, we’ll delve into the specialized skill of prompt engineering, demonstrating how to craft precise prompts to enhance interactions between AI systems and employees. Whether you’re new to AI or looking to refine some of your existing strategies, this session will equip you with the knowledge and tools to harness AI’s potential in transforming HR functions.
Watch this expert-led webinar to learn effective tactics that high-volume hiring teams can use right now to attract top talent into their pipeline faster.
Becoming Relentlessly Human-Centred in an AI World - Erin Patchell - SocialHR...SocialHRCamp
Speaker: Erin Patchell
Imagine a world where the needs, experiences, and well-being of people— employees and customers — are the focus of integrating technology into our businesses. As HR professionals, what tools exist to leverage AI and technology as a force for both people and profit? How do we influence a culture that takes a human-centred lens?
The Rules Do Apply: Navigating HR ComplianceAggregage
https://www.humanresourcestoday.com/frs/26903483/the-rules-do-apply--navigating-hr-compliance
HR Compliance is like a giant game of whack-a-mole. Once you think your company is compliant with all policies and procedures documented and in place, there’s a new or amended law, regulation, or final rule that pops up landing you back at ‘start.’ There are shifts, interpretations, and balancing acts to understanding compliance changes. Keeping up is not easy and it’s very time consuming.
This is a particular pain point for small HR departments, or HR departments of 1, that lack compliance teams and in-house labor attorneys. So, what do you do?
The goal of this webinar is to make you smarter in knowing what you should be focused on and the questions you should be asking. It will also provide you with resources for making compliance more manageable.
Objectives:
• Understand the regulatory landscape, including labor laws at the local, state, and federal levels
• Best practices for developing, implementing, and maintaining effective compliance programs
• Resources and strategies for staying informed about changes to labor laws, regulations, and compliance requirements
Your Guide To Finding The Perfect Part-Time JobSnapJob
Part-time workers account for a significant part of the workforce, including individuals of all ages. A lot of industries hire part-time workers in different capacities, including temporary or seasonal openings, ranging from managerial to entry-level positions. However, many people still doubt taking on these roles and wonder how a temporary part-time job can help them achieve their long-term goals.
2. Why become an NED?
As advisers to boards in a range of organisations, we are often asked for guidance by new and
aspiring non-executive directors. This guide draws upon our experience and expertise to offer
support to those embarking on NED careers. We hope that you find it informative and
inspiring.
Becoming a non-executive director offers multiple benefits. The work is stretching and
stimulating and many of those who sit at boardroom tables will attest that being able to use
their insight and impartiality to make a real difference is also immeasurably rewarding.
For retiring senior executives, one or more NED positions can be the Holy Grail, enabling
them to step back from full-time corporate life and achieve better work/life balance via a
portfolio career. The shift in focus tends to be towards imparting experience, giving something
back and adding value to a company. For those who are current executive directors, a board
position is a chance to gain new perspective.
Working alongside accomplished leaders, learning about another sector and understanding a
different organisation’s approach can lead to a positive cross-fertilisation of fresh ideas.
Many up-and-coming executives are encouraged to seek out NED opportunities to develop
their boardroom skills, which will inevitably benefit their current company, too.
Meanwhile, for those working below board level with specialist skills in areas such as digital,
social media or consumer behaviour, the NED role has become more accessible than ever
before. Increasing demands for diversity are helping to create golden opportunities to
accelerate career development. Whatever your background and motivations, being an NED
is guaranteed to be intellectually challenging.
But it is also hard work. Today’s NEDs are highly visible, regulated and scrutinised. Entering
the non-executive environment is a step that requires careful thought and planning.
1
3. Purpose of boards and the NED role
The purpose of boards is to be collectively responsible for the long-term success of
organisations while balancing the interests of shareholders and broader stakeholders. Boards
constructively challenge and help develop proposals on the strategy and direction of
businesses whilst ensuring sustainability and profitable growth. An effective board provides
independent oversight, scrutinises the management’s performance and satisfies itself of the
integrity of financial information and the robustness of financial and risk controls and
systems.
The board is also responsible for CEO and board succession and determining appropriate
levels of remuneration. It ensures regulatory obligations and the highest standards of
corporate governance are met. Different types of boards seek varied skillsets and
backgrounds in NED candidates:
Plc boards may require their NEDs to have listed company experience, an understanding of
corporate governance and possibly also previous NED experience.
NEDs on private equity-backed portfolio companies will often be required to have specific
sector experience and an understanding of M&A and corporate finance. They may also need
to offer a higher level of involvement and time commitment.
Regulated companies may look for sector insight and an understanding of the regulatory
environment and regulator, as well as specific corporate governance requirements.
Private companies tend to require NEDs with general management and leadership
experience, diplomatic skills and, in the case of family-owned businesses, an ability to work
with the additional nuances of family dynamics.
NEDs are generally appointed for a specified term, subject to re-election, and those making an
effective contribution will likely serve more than three years. Any tenure beyond six years
should be subject to a review. Regulatory changes, market volatility, economic uncertainty
and media scrutiny have all made the NED role one that is highly transparent as well as
accountable.
Whatever your motivation, becoming an NED should never be principally about financial
reward. The duties, risks and responsibilities make the remuneration uncommercial when
compared to executive directorships.
2
4. Attributes of the NED
The ideal NED is independently-minded, commercially aware, entrepreneurial, articulate,
persuasive, flexible, well-rounded, quietly competent and a team player.
Arguably, the attributes required are so extensive and contradictory that there cannot be an
NED in the world who completely fits the job description. However, there are some specific
professional criteria that can be applied across organisations and also to individual sectors.
All NEDs need to be individuals of integrity with a reflective, thoughtful approach and
the ability to probe incisively.
All need to be capable of gaining a rapid understanding of the business, to work with
financial complexity in an unfamiliar environment and to think strategically, looking
five to ten years ahead.
All need an independence of mind combined with an ability to accept collective
responsibility.
Organisations are generally NOT lookingfor:
A big ego.
Confrontational style.
Someone who speaks more than listens.
Someone who fails to understand/respect the executive/non-executive boundary.
Lack of preparation.
3
5. First steps to finding an NED role
Seeking an NED role is tantamount to launching a new career. Candidates need to be realistic,
systematic and tenacious. Here are some essential issues to consider as you embark upon
your search.
Understand what specific skill you possess and how you are perceived by others.
A good first step is to analyse objectively your strengths and weaknesses – working with an
executive coach if it helps.
Consider what you have to offer a board, where you could make the most effective
contribution and what organisations interest you.
A degree of sector knowledge is regarded by many as vital. However, the more familiar you
are with a sector, the more potential for conflict of interest there is.
Sometimes, it is your differences that will be your strengths.
If you are a serving executive, ensure you have the support of your current employer.
You can, of course, point out that in exchange for agreeing to release you for several days
every year, your organisation will benefit from the additional insights you are gaining from
being part of another business.
Although not every board will expect candidates to produce a CV, preparing one is a valuable
exercise in helping to channel your thoughts and identify your strengths.
As with all CVs, it should be comprehensive but concise – two to three pages maximum.
Focus on listing present and previous roles in reverse chronological order.
Summarise specific achievements using words and phrases that are contained in the job
description.
Quantify achievements where possible and highlight any board-relevant experience.
Keep personal details brief and relevant.
Once you have all historical details on paper, craft the profile that you are going to insert at
the top of the CV.
This needs to be sharp, memorable and to sum up, in a few sentences, the specific and
individual qualities that you would bring to a board.
Creatingthe NEDCV
4
6. NED roles are highly sought-after. Securing your first board position is likely to require
patience, resilience and effort. We suggest you cast your net wide across the following
networks:
Search firms. Boards work through search firms to demonstrate that NED appointments are
being made via a rigorous, objective, fair and transparent process. Individuals interested in
board-level appointments should make their aspirations known by developing relationships
with several firms.
Personal Network. Never underestimate the power of word of mouth. Colleagues, friends,
friends of friends, acquaintances – all are potentially of value in making introductions and
creating opportunities.
Advisory firms. If you are interfacing with accountancy firms, law firms, management
consultancies and other professional services, make them similarly aware of your interest
in an external non-executive directorship. Board networks/associations and events.
Consider joining trade organisations, taking speaking engagements and writing articles for
publication. All present ways for you to raise your personal profile.
Network
5
First steps to finding an NED role
7. Search process
A search firm is expected to shortlist several candidates for an NED position. The typical
selection process takes approximately three to four months and breaks down into the
following stages:
1. The brief. The search consultant discusses the requirements of the role and meets the chair
and the board to define the brief further and gain an understanding of culture and
attributes of the successful candidate.
2. Research. The search firm conducts thorough research and additional
brainstorms/sourcing before drawing up a longlist of circa 15 candidates.
3. Longlist. Potential longlist candidates are presented and discussed. A target list is then
agreed and candidate approaches are made.
4. Headhunter interviews. The search firm carefully assesses the target candidates and
matches the individuals to the profile. An initial assessment of cultural fit is made.
5. Shortlist. Following the interview process, a shortlist is produced. Detailed candidate
reports are presented assessing the match to key criteria and any potential areas which
might require further discussion.
6. Client interviews. The client interviews circa four shortlisted candidates. Typically, the
chair and another NED will conduct the first-round interviews and successful candidates
will progress through a series of subsequent interviews with other decision makers.
7. Offer. The client chooses the preferred candidate and an offer is made, references are
taken and contracts signed. Constructive feedback to unsuccessful candidates will be
managed.
Prospective NEDs may be seasoned interviewees, or it may be many years since they were last
interviewed formally. It always pays to have done your homework and be prepared for a
range of questions. Interview discussion areas may be of a general nature around, for example,
your motivations for becoming an NED, your greatest achievements/learning experiences to
date and your strengths and weaknesses.
However, questions can also be more specific to the role. Prior to any interview it will
therefore be helpful to assess carefully why and how you match the detailed requirements of
the briefing document. Also be prepared to ask your interviewers questions about:
The organisation’s strategy and direction.
Significant challenges the organisation is facing.
Culture and egos and how both are managed.
The principles, priorities and ambitions of the chair and board.
Preparation forthe interview
6
8. Before accepting an appointment
Due diligence is critical. You will already have gained insight into the organisation and its
people and culture through the interview process, but it is important to deepen your
research at the offer stage. Your checklist should include the following:
Read as much as possible in annual reports, the company website, press coverage and
analyst and rating agency reports.
Talk to the company’s auditors, bankers, lawyers and headhunters.
Try to meet the members of the board who have not been part of the interview process.
Work out key relationships, style and values.
Is there an effective and constructive relationship between the CEO and chair? Ask for
dates of board meetings and the year-end and check for any timetable conflicts.
For future NEDs who will chair an audit committee, find out the year-end to avoid/be
prepared for a heavier workload at certain times of the year.
Be sure that it is a role you are going to enjoy.
Due diligence
As a new NED, you should consult and liaise carefully with the chair and company secretary,
who will be responsible for the induction programme. This should enable you to get up to
speed quickly with the key issues facing the company. An effective induction programme
will take up a considerable amount of time during your first year as you visit the operational
sites and meet and spend time with the executive directors and key management to
understand the company better.
Induction programme
7
9. Before accepting an appointment
Honesty, integrity, competency, capability and financial soundness are essential qualities for
serving NEDs. All NEDs need to manage scrupulously their conflicts of interest and to observe
corporate governance principles at all times. One needs to be conscious that, as an NED, your
reputation is your currency in the market. It is advisable to remember also that the chair is not
only a key differentiator to an effective board but your referee.
Your ongoing success may be defined by his/her views on how you have transitioned into a
NED and your overall contribution and success on the board, so choose a first role with care
because it can shape your future portfolio. As this guide demonstrates, becoming an NED after
holding executive directorships requires a significant adjustment but, when done well, it is a
step well worth taking.
Experienced NEDs cite contributing to strategic success, enjoying new challenges and the
feeling that they have made a difference as key motivators and almost invariably describe the
work as tremendously rewarding.
Managingyourreputation
8
For listed companies - new FRC code, coming into force Jan 2019
For medium/small private companies - a new Corporate Governance Code from the Quoted
Company Alliance
For large non-listed companies - Wates Principles published 2018
For charities - the Charity Governance Code published end of 2017
Links to reference materials forNEDs:
10. Norman Broadbent Group
Portland House, Bressenden Place,
London, SW1E 5B
Tim Hammett
Managing Partner
Board & Executive Search Practice
+44 (0) 20 7484 0084
tim.hammett@normanbroadbent.com
Joyce Disco
Consultant
Board Practice
+44 (0) 20 7484 0038
joyce.disco@normanbroadbent.com