The essential dilemma facing new Non-Executive Directors is that they only spend a limited time with the company and yet they are, from day one, as accountable as anyone on the executive team should anything go amiss.

How can a new NED cope? The average NED may only spend 18 to 20 days per year working with the company, and if they are also Executive Directors on another board, the rules require that they must come from a non-competing business.Uncomfortably, they are both at arms length and exposed. The outside world has developed a perception that the NEDs can pick up nuances. And yet their very independence makes it hard to do so.


Download:

The new Non-Executive Director

Kit Bingham

Kit Bingham is a Partner in the Board Practice at Odgers Berndtson, and Head of the Chair & Non-Executive Director Practice. Kit joined after a career in financial journalism and financial public r...

Rachel Slattery

Rachel Slattery is a Principal in the Chair & Non-Executive Director Practice at Odgers Berndtson. She joined Odgers Berndtson in 2005 as a member of the Industrial Markets Practice before moving i...

Insights

Insight

Keeping It In The Family?

how independent directors add value to family businesses

Insight

What are the HR implications of AI in healthcare?

Adopting transformative technology like AI will take an enormous effort across all levels of NHS...

Insight

Gender equality is essential to millennial generation

There is a need for a moral case to popularise and galvanise political change, Julia Gillard, for...