Increasing professionalism is demanded of non-executive directors (NEDs). My comments are based on experiences over 30 years, sitting on boards ranging from FTSE 100 companies to medium sized companies, advisory boards, private equity funds, trustee boards and governing bodies of schools. I shall concentrate here mainly on commercial organisations. Over the years, the selection process has changed. Today, nomination committees and particularly chairmen tend to focus on what skills and competencies they think their board requires and who can really add value from their experiences on a broad front.
Focus on skills
In the early 1970s, the chairman would say “I know Johnny and Sue are good people, and would make good board members”. The best non-executive directors are those who can offer knowledgeable and persuasive views from their experience, on a broad range of subjects. The most important qualities are judgement, wisdom and the ability to gain respect and attention from their colleagues.
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