Advocacy, Advice & Authentic Impact: Behind The Scenes from a Non-Executive Director

Inspired Search, our executive search division, interviews Andy Ware: Consultant; Non-Executive Director at The Buddyhood Ltd; Academic Advisory Board Member at Cambridge University Press & Assessment; and Non-Executive Director at the Independent Ambulance Association. Here we take an exclusive peek behind the boardroom door as we sit down with a seasoned NED to uncover the real responsibilities, candid challenges, and unseen influence that define the role.

1.    What’s one aspect of the NED role that is often underestimated?
One is the amount of advocacy and championing of the organisation that should be undertaken by a NED. Keeping track of all the opportunities to promote the good work and the mission of the company can be challenging when this is not your sole employer, as is coordinating your activity so as not to cut across internal comms plans. A good comms contact within the organisation is important to support your efforts, as well as good communication lines with the relevant stakeholders on the Board.

2.    How do you balance providing challenge to the executive team while also maintaining trust?
Establishing a good chemistry with the executive team, and confirming where input will be most valued, helps create the necessary trust.
Governance and risk issues are often areas where friction can occur. If a NED is viewed mostly as providing a rubber stamp on business practices and process, then any objections or clarifications requested can be unwelcome. This is when a good command of the constitution or regulatory framework for the organisation is important for a NED, to push back where necessary, but not in a defensive or reactive way, and always framed within the mission and strategic goals of the organisation.

3.    For NEDs who are no longer also Execs themselves, how can you ensure your perspective retains its relevance in a fast-changing world?
I’ve found that my professional network built over many years in different sectors helps me remain current and relevant as a NED. However, if this type of contact becomes a one-sided flow of intelligence then the willingness to speak soon disappears, so creating the opportunity for a quid pro quo is very important.
I’d also recommend having regular meetings with relevant representatives from the business where you are a NED, as is allowable and convenient for them. This allows you to remain on top of the current issues and developments in the organisation, as well as being accessible and visible to colleagues outside of the routine Board meetings.

4.    What are some unexpected ways you’ve influenced culture or strategy?
My academic-based roles have allowed me to bring a more hard-baked commercial perspective to a not-for-profit organisation, drawing on many years working for some of the largest education and media organisations in the world. This has both a cultural and strategic impact, the latter being more expected, but the cultural effect was more surprising and involved many one-to-one conversations and sharing of viewpoints before the benefits became obvious to colleagues – basically demystifying the commercial environment and showing points of crossover that could be adopted or adapted.

5.    When recruiting for a NED, how should Boards evaluate the necessary qualities?
There are a number of key qualities for a NED including, but not limited to:
•    Additive qualities are key – what does the NED bring that will cover weaknesses or omissions in the Board’s composition? These talents and skills should be flagged in the job brief and then demonstrated and assessed in the candidate’s application and any task/presentation they are asked to do in their interview.
•    Comfort and experience of the ways of working for a NED. Giving candidates the chance to speak to this – how hands-on or hands-off they would want to be within the confines of the NED brief – is a great way to evaluate their fit and the contribution they can make. The “right” answer will vary by organisation.
•    The depth and relevance of the candidate’s network should be assessed as well. Having contacts in areas with cross-sector applicability – AI being an obvious one, environmental sustainability another – can be a huge asset and complement an organisation’s own capabilities.
•    Finally, I’d say pay careful attention to what other commitments a NED has, not just for any conflicts of interest, but also for the time they can devote to achieve the performance level required by the organisation.

For a further discussion about becoming, or hiring Non-Executive Directors and Chairs, please don’t hesitate to contact MD of Inspired Search, Abigail Barclay.