Becoming a charity trustee can be a rewarding way to contribute your skills and experience to a cause that matters to you. It can also provide valuable board-level experience for
A short guide to the trustee role Read More »
What non-executive role type and what environment get the best out of you? In this article, we help you understand different non-executive roles when you look to support start-up and scaling businesses. Who are you or want to be: a coach, mentor, board advisor, advisory board member, or non-executive director?
Coach, mentor, board advisor or NED: which role is right for you? Read More »
ESG should not be treated as a separate boardroom concern. Stephanie Weston presents a practical three-part framework to help NEDs assess ESG-related obligations, physical risks and strategic choices through a fiduciary lens.
ESG and fiduciary duties for NEDs Read More »
Insider risk extends far beyond malicious employees. For today’s boards, it encompasses culture, human behaviour, AI, cybersecurity, fraud, operational resilience and organisational trust. This article explores why insider risk is a governance issue and the questions every non-executive director should be asking.
Insider risk: What non-executive directors should know and ask Read More »
Securing a first board appointment rarely happens by chance. In this edition of NED in the Hot Seat, a NEDonBoard member shares how a structured application strategy, a refined board value proposition and the NED Accelerator Programme helped them secure their first Trustee role and how the experience is laying the foundations for a future commercial non-executive director career.
From aspiring board member to trustee: One member’s journey Read More »
There is no universal limit on the number of NED roles an individual can hold. What matters is whether they have sufficient time and capacity to contribute effectively, particularly when a board faces unexpected challenges.
How many NED roles should I have in my portfolio? Read More »
Change has become a permanent organisational capability. New global research from the Change Management Institute explores why boards must rethink governance, monitor change saturation and ensure organisations have the capacity to deliver continuous transformation.
How boards can govern continuous change and transformation Read More »
Trust in senior leaders has fallen to 50%, a four-year low. But the bigger governance challenge is not the headline figure. It is the gap between what leaders believe stakeholders experience and what stakeholders actually think. This article sets out why trust is a board governance issue, not a communications one, and what non-executive directors can do differently.
When boards don’t know what stakeholders actually think Read More »
Business transformation is a strategic priority for boards across the private and public sectors. As organisations navigate digital disruption, regulatory change, sustainability, and evolving stakeholder expectations, the demand for non-executive directors with hands-on transformation experience is growing. In this member article, Thomas Harrison explores why boards are increasingly seeking transformation-literate NEDs and how experienced directors can help organisations provide strategic oversight, maintain momentum, and deliver successful change programmes.
The role of non-executive directors in business transformation Read More »
Professional body for non-executive directors and board members, NEDonBoard, publishes polling showing high prevalence of board dysfunction, with chair behaviour the most cited driver
BP Chair exit highlights board dysfunction risks Read More »
