Last week, we were delighted to host our Exec to Non-Exec event. An evening of honest, practical, and inspiring discussion for senior leaders considering the transition into a Non-Executive Director (NED) role.
We’ve captured the most valuable insights shared by our expert panel: Karen Hubbard, Tracy Sheedy, Andrew Hodgson, and our own Lucky Johal-Goulsbra (Director – Leadership Consulting) and Doug Baird (CEO and Founder). Their collective experience spans multiple sectors and board environments, offering a rich perspective on what it truly takes to succeed as a NED. The conversation was wide ranging, but ten core themes emerged that resonated deeply with our audience:
1. Think beyond your current role
Aspiring NEDs are encouraged to shift their mindset from “what I’ve done” to “who I want to be.” Developing a personal brand that reflects your values, strategic thinking, and broader business acumen is key. Considering the wider business, economic, social and environmental causes individuals have influenced and feel strongly about, can help when seeking the right organisational and values fit. Boards are looking for individuals who can see the bigger picture and contribute to long-term value creation, not just operational delivery.
2. Influence is everything
One of the most critical skills for a NED is the ability to influence without authority. As a non-executive, you are not there to direct or manage, but to guide, challenge, and support in a discreet manor. This requires emotional intelligence, strong communication, and the ability to build trust quickly. The most effective NEDs shape thinking and steer conversations without dominating them.
3. Get Boardroom exposure early
Early exposure to board environments in a non-executive capacity , whether through shadowing, advisory roles, or voluntary board positions, helps build confidence and credibility. Observing how seasoned NEDs operate, how they ask questions, and how they navigate complex issues is invaluable preparation for your own board journey. Our panel advise to consider how the NEDs on your own Board operate differently and ask to shadow them or get involved in leading initiatives for the most relevant Board Committee for your experience and expertise.
4. Stay curious, not comfortable
Curiosity is a critical trait for any NED. It is important not to rely solely on your functional expertise, but to bring an enterprise-wide mindset. This means asking questions that go beyond your comfort zone, staying informed about broader market trends, and being willing to challenge assumptions. A good NED is a lifelong learner who brings fresh thinking to the table. It is important to consider using external providers like Executive Search firms or Management Consultancies to stay abreast of critical trends and shifts such as AI or cyber security. These organisations may be able to recommend you to their networks for NED roles, too.
5. Ask the right questions
Sometimes, the most valuable contributions come from asking the questions others might avoid. “Ask the simple or seemingly stupid questions” was a recurring theme across the panel, because often, it is the simplest questions that uncover the most important insights. Our panel advised that, as a NED, your role is to probe, clarify, and ensure decisions are made with full transparency and understanding. Take time to ask questions in the business if you can keep a low profile whilst doing so, by taking a table in the canteen, for example.
6. Prepare for a mindset shift
The transition from executive to non-executive is not just a change in job title, it is a fundamental shift in how you think and operate. You are no longer responsible for execution, but for oversight. The wellbeing of the organisation is your priority. This requires stepping back, seeing the bigger picture, and holding the executive team to account. Confidence, patience, and a willingness to challenge constructively are essential. This is not easy for many seasoned C-suite leaders, so do not expect to transition effortlessly. The shift to a focus on governance and long-term business strategy takes time to master and to perfect.
7. Do your due diligence
Before accepting a non-executive board role, it is vital to do your homework. Understand the organisation’s financial health, governance structure, and the expectations of the board. What are they really looking for in a NED? What challenges are they facing? Clarity on these points helps you avoid misalignment and ensures you can add value from day one. Trust your gut feeling if something “seems off” and make sure that you believe in the CEO. As one of our panellists said, “You don’t have to like them, but you do have to respect them.”
8. Relationships matter
Many NED opportunities come through relationships and networks rather than formal applications. LinkedIn is unlikely to yield you your next NED role and whilst some public sector organisations must publish their roles, they often have a head-hunter working on it too. Building your network, staying visible, and engaging with the right people such as Management Consultancies and People Advisory firms is key. Attend events, contribute to discussions, and let people know you are interested in Non-Executive board opportunities. The NED world is often relationship-driven, and visibility can open doors.
9. Voluntary roles can be a stepping stone
Voluntary or charity board roles can be a great way to gain experience and demonstrate your value in a boardroom setting. These roles offer a safe space to learn, build confidence, and develop your governance skills. They also show commitment and initiative, qualities that boards value highly. The time commitment required to operate as a successful NED can be underestimated and voluntary roles can help you to evaluate whether you have the spare capacity in your schedule. For many, getting that first NED role is the challenge, such voluntary experience can help overcome the experience challenge for some Board roles.
10. Invest in yourself
Continuing your development through formal programmes such as INSEAD, Harvard, or the Institute of Directors (IoD) can deepen your understanding of governance, risk, and board dynamics. Attending roundtable lunches or dinners with likeminded Executives to hone your understanding of vital subject matters will always be worthwhile as an investment in “Your Brand.” Investing in your own learning signals to boards that you take the role seriously and are committed to being the best NED you can be.
11. Conclusion
The most powerful message of the evening, that our panel were in collective agreement on was “To always do the right thing by the company, not by its shareholders and not by you”.
The best NEDs act with integrity, independence, and a deep sense of responsibility always putting the organisation’s long-term success above personal interest.
If you are considering your first NED role or looking to build a portfolio of board positions, we would love to support your journey. Whether it is through tailored advice, introductions to relevant opportunities, or simply a conversation to explore your goals, our team is here to support.
Explore our Leadership Development and Assessment services to see how we can support your transition