The 5 KEY things that make an ideal NED candidate

There are literally thousands of boards operating across the UK. Each operates differently; therefore, it seems difficult to determine precisely what they might look for in a new Non-executive Director (NED). With every new appointment, boards usually seek specific skills that can vary depending on the organisation’s current needs, the board’s objectives, and its existing makeup. However, five core assets or skills are valued by most boards and make you a perfect board candidate.

The five fundamental criteria that chairs look for

In the last 20 years, I have taken briefs from hundreds of Chairs looking to appoint new non-executive directors. Based on my experience, when you remove the specific situational factors, you must meet five fundamental criteria to qualify as a compelling candidate for a NED position. Having a combination of these elements and articulating their value to the board will position you as an ideal board candidate, regardless of what path you are pursuing to obtain that appointment (via a personal connection, through a recruitment firm, responding to an advertisement or the direct approach).

#1 Prior Governance or Board Experience

A proven track record of past achievements is one of the most effective indicators of future success. It is fair to say that some chairs overemphasise the value of past governance, sometimes at the expense of other skills. Most chairs are risk-averse when appointing a new board member, taking comfort and safety in candidates with governance experience. So if you have governance experience, tell them. Make it clear you understand the role, responsibilities and how boards work.

If you don’t have board or governance experience, it does not mean you can not get a board appointment. Tell yourself that “everyone must start their NED career somewhere”. Consider how you might acquire or demonstrate governance and board-level experience. This may involve serving on a committee at work or within the community, evidence of reporting to boards or a small not-for-profit governance role.

#2 Executive Skill Set

Ask yourself – What is your value at board level? What are your unique skills that are more valuable than those of your competitors? How can your skills help the board achieve their goals? You should be able to address these questions clearly and persuasively.

Being uncertain about this can be detrimental. I recently interviewed a potential NED candidate who was well-qualified and had relevant experience, but could not articulate their value to a board. Needless to say, he did not make it past the first stage of the board appointment process. So, clearly define your value proposition and be prepared to communicate it effectively.

One of the best ways to do this is by considering how your executive skills are transferable to a board role and which skills can mitigate risk at the board level. Explore what could happen to the organisation if it did not have your skills and experience on its board. In many high-profile cases, organisations have opened themselves up to unnecessary risk by not ensuring the right skills were represented on their boards.

#3 Personal Connections

Many organisations with boards don’t require high levels of governance or other specific skills, such as law or risk management, to be represented. Some mainly want access to your business, personal or industry connections. If you identify this as something you have to offer, demonstrate how your connections and networks can benefit the board and the organisation’s success.

Take some time to consider who you know and how they could be valuable in a board or strategic context. You should never underestimate the value of your connections and what boards can benefit from leveraging them. They can result in new opportunities, industry partnerships and business growth. Consider your connections a key component of your unique selling point (USP) and effectively express how they make you the ideal NED candidate.

View your connections as a crucial element of your unique selling proposition (USP) and effectively express how they make you the perfect NED candidate.

#4 Demonstrable Passion

Passion is key to being an effective and reliable non-executive director. Board chairs know long-term board success hinges on finding those who genuinely care about the organisation and its goals. Therefore, an ideal NED candidate must have an authentic passion for the organisation and be able to demonstrate it.

Your passion should encompass these:

• • Passion for what the organisation does
  • Passions for what the organisation stands for
  • How your passion can contribute

Demonstrating your passion can be tricky. Those who genuinely care will quickly spot insincerity or inauthenticity, as true passion cannot be fabricated.

#5 Cultural Fit

Defining cultural fit can be challenging, as each board and organisation is unique. Moreover, cultural fit may change over time. Despite its elusive nature, cultural fit is likely the most crucial factor a Chair considers when making their final decision.

Establishing a strong cultural fit is crucial to be considered an ideal board candidate. This implies that you will collaborate effectively with each board member and not be seen as a possible disruptive influence by those appointing you. Candidates should assess and address the board’s culture when engaging in formal and informal discussions with current and past board members.

In summary

While there is a lot to consider, enhancing these five key areas is essential to being recognised as a strong board candidate.

• • Governance Experience: Someone who has successfully done the job.
  • Skills: Someone who is qualified and capable of doing the role that is asked of them.
  • Connections: Someone who knows the sector and is connected well enough to bring additional value to the business.
  • Passion: Someone who really wants to see the organisation grow because they are passionate about what they do.
  • Culture: Someone who is going to fit into the culture of the team and organisation.

Of course, there is no such thing as the ideal board candidate, and there are countless reasons why you may not be appointed. However, understanding the factors that influence gatekeepers’ decisions can be leveraged to enhance your chances of making the shortlist and ultimately getting appointed.

Related Articles

The Four Ways UK Board Appointments are made

Is the Chair key to your Board Appointment?