Boardroom Readiness: How to Succeed as a Non-Executive Director

Odgers recently hosted an engaging evening with an accomplished Chair and two experienced Non-Executive Directors, bringing together senior leaders from the retail, consumer, and leisure sectors. This event was tailored for individuals contemplating or actively pursuing their first board appointment, offering valuable insights, candid discussions, and practical guidance.

Our panellists were: Mike Clasper, Chairman of SSP plc and Chairman of Bioss International; Indira Thambiah, a Non-Executive Director and Remco, Chair at Cardfactory plc and of Warpaint London plc, and Chair of Vivo Barefoot Ltd; and Lynne Weedall, a Non-Executive Director at Stagecoach Ltd, Greggs plc, Softcat plc and Senior Independent Director, Remco and Nominations Committee Chair at Dr Martens plc.

As our speakers made clear, the role of a NED is not a soft landing or a semi-retirement, it is a serious, demanding, and deeply rewarding responsibility that requires clarity of purpose, intellectual agility, and emotional intelligence.

The Role of the Board - and the NED within It

The panel offered a clear articulation of the board’s purpose: to provide strategic oversight, ensure robust governance, and act as a critical friend to the executive. But beyond these formal duties, the most effective NEDs also bring judgement, perspective, and when appropriate, a mentoring mindset. 

 Mapping the Boardroom ‘Grid’ 

A particularly resonant concept was the idea of ‘points on the grid’ - a framework for understanding the diverse attributes boards seek in their NEDs. These include functional expertise (e.g. sales, finance, regulatory, operations, digital), sector knowledge, governance experience, and diversity of thought and background.  

As the panellists explored, “all points won’t apply to every company, but some points always apply to every company.” The more points you can credibly cover on the grid, the more valuable you are to a board and are also more likely to make a rewarding contribution to the role. This was a powerful call to action for attendees to reflect on their own positioning and value proposition. 

Sector Experience vs. Transferable Insight 

While sector familiarity can be helpful, especially for a first appointment, the panel challenged the assumption that it’s always essential. The speakers shared examples of stepping into unfamiliar sectors and thriving by applying broader commercial and governance acumen.  

“If all the boards I was sitting on were retail businesses which were impacted by the same external events at the same time, it would be intense,” said Indira. “The great thing about having a sector spread is that external events are more likely to hit one board at a time”. 

That said, boards often default to the familiar, and breaking in from outside the sector can require a broader base of strengths. “I think it can be a real shame that boards do not always looks for outside sector experience for individuals starting their non-executive careers, you are much more likely to secure a role that’s nearer to your own experience before transferring into other sectors, which is very rewarding”, added Mike. 

The Reality of Board Life 

The panel was refreshingly honest about the demands of board work. Being mindful of the overall time commitment, travel, and the emotional weight of decision-making - particularly in times of crisis - were all highlighted. 

The notion of 'portfolio construction' was also explored, with advice to be deliberate about the mix of roles, ownership structures, and time horizons.

Courage, Curiosity, and Contribution 

The panel reflected on the personal qualities that underpin effective board performance. Have the courage to speak up, to challenge, and to step away when necessary: “As a NED, you need a lot of courage. You are not there to be everyone’s friend, but critically the balance comes in building that relationship and trust with it,” added Lynne. 

Keep your curiosity to stay abreast of fast-moving issues, from AI to ESG, to keep your perspective as wide as possible. 

Consider the contribution you can make, not just in your area of expertise, but across the full breadth of board discussions. “The reality over a six to nine-year period is there will be times when your speciality just isn't relevant to what's going on at the time. At that point, you can't stay silent for three years just because there isn’t a crisis in your specialty area. You must be able to contribute to the wider discussion,” added Indira. 

Navigating the First Appointment 

The first NED role is often the hardest to secure, and the most important to get right. The panel encouraged attendees to be thoughtful, to do their due diligence, and to be clear on why a board would want them.  

The panellists also highlighted the importance of chemistry, cultural fit, and the informal networks that often shape board appointments. 

For those seeking their first or next board role, the advice was clear: be strategic, prepared, and authentic. With thanks to our panellists for sharing their journey and our guests for their engagement. To explore how we can support your board ambitions - or those of your company’s leadership – Odgers’ expertise and global network provides the next successful step.

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