How to become a Non-Executive Director – Birmingham 26 June 2018

The How to become a Non-Executive Director course helps you to plan and prepare for your first NED position. It instils a real sense of what is expected of NEDs, and how you can meet the challenge.

This one-day interactive course is aimed at aspiring NEDs and covers essential knowledge about roles, responsibilities, strategy and corporate governance that are key foundations for a Non-Executive board role. It also considers up to date thinking on corporate governance and the responsibilities of owners, the board and employees.

This is followed by practical sessions on identifying NED opportunities, the process of obtaining a first appointment and performing due diligence before any position is accepted. There is emphasis on the importance of presenting your experiences with clarity and relevance.

This course identifies the various ways and circumstances in which non-executive directors can make an effective contribution to a board’s work. It also examines methods for their selection and reviews their motivation, induction and reward.

Governance guidance for BSAVA

In December 2015, David Doughty joined BSAVA as its Governance Consultant – a role that will help the organisation make the best use of its resources and take full advantage of all opportunities to support our members. A physicist and engineer by training, David has been involved with a number of businesses, particularly in the

What should NEDs do when the CEO leaves the board?

With the average tenure of a FTSE100 CEO at 5 years and two months it is highly likely that most boards will have to face the transition of the top executive position at one time or another. Regardless of the reason for the CEO’s departure, it can be an unsettling time for the organisation and

Practical advice for NEDs when appointing a ‘leapfrog’ CEO

In their article, Leapfrog Succession: A New Trend in Appointing CEOs by Roselinde Torres, Gerry Hansell, Kaye Foster and David Baron, the authors identified an emerging trend whereby an increasing number of CEOs are ‘leapfrog leaders’ meaning that they have been fast-tracked past the more senior executives in the organisation. The reasons for making these

IoD Buckinghamshire, Directors Briefing, Have you got what it takes to be a Non-Executive Director?

IoD Bucks & Milton Keynes Directors Briefing with David Doughty at Hartwell – “Have you got what it takes to be a Non-Executive Director?” Location: Hartwell House Date: 25 February 2016 Time: 07:30 – 09:30 Email Event Bookings Price shown exclude VAT unless otherwise stated. Member price: £25.00 +VAT Non-member price: £30.00 +VAT Book tickets If you’ve ever wanted to find

Non-Executive Directors – ‘Guinea Pigs’ or highly trained professionals?

In terms of Non-Executive directors, we still seem to have a number of “Guinea pigs” – the titled, current or former politicians and the well-connected who occupy a string of boards without seemingly having the qualifications to do so.

“A BOARDROOM TALE”

Mark Ashcroft had just parked his car and was waiting for the airport shuttle bus when his mobile phone rang. Normally he would let it go to voicemail but when he saw that it was from the new Chairman, Janice Young, he decided that he’d better take it. “Janice. What’s up?” he asked. “Mark, I

Kids Company, Corporate Governance and Conflicts of Interest

The role of Chairman is often misunderstood, particularly by those occupying the position but it is during a crisis that they should really come to the fore, becoming the public face of the organisation and taking the heat off the Chief Executive, to allow them to focus on running the business.

Rake’s Progress

As if things weren’t confusing enough for Barclays Bank shareholders we now learn that deputy Chairman and Senior Independent Director (SID) Sir Michael Rake is to leave to take up the Chairmanship of another financial services company (in addition to his role as Chairman of BT). This news came in the same week as the

Barclays – comply or explain

The UK Corporate Governance Code, best practice advice for the UK’s listed companies, states that “There should be a clear division of responsibilities at the head of the company between the running of the board and the executive responsibility for the running of the company’s business. No one individual should have unfettered powers of decision”