In today’s fast-moving and increasingly complex business environment, mentoring plays an invaluable role in supporting and developing both new and experienced Non-Executive Directors. It can help to bridge the steep transition from executive to non-executive responsibilities, build confidence and understanding of board dynamics, enhance governance and strategic insight, and provide a trusted sounding board when navigating new industries or challenges.
Mentoring can be formal or informal, can include practical guidance, and may come from within the boardroom through peer-based support (commonly referred to as a board-buddy) or from an external source. The terms ‘mentor’ and ‘board-buddy’ both fall under the wider umbrella of mentoring and are sometimes used interchangeably but there are a few differences that set them apart. Mentors can be either internal or external, providing guidance that may be structured with set objectives or more flexible and ad-hoc. Their focus is generally broader, supporting professional development, governance understanding and strategic insight, often over a longer-term relationship. A board-buddy, by contrast, is always internal to the board and provides informal, practical support, helping new NEDs navigate board culture, processes and dynamics, or acting as a sounding board for important topics. Both roles are generally unpaid, although external mentors may sometimes be compensated for their time.
Despite its importance, there is no data available on how many UK Non-Executive Directors have a mentor or board-buddy. So, to explore this, we asked our NED Community to share their personal experiences of mentoring at board level, including having a board-buddy, acting as a mentor, and serving as a NED both with and without mentoring support. Their responses provided a range of insights into this topic.
Speed up the induction process
Boards play a crucial role in ensuring their Non-Executive Directors receive mentoring and support to develop fully and perform effectively. “Without it, NEDs, restricted to sporadic engagement (e.g. two days monthly) and detached from daily operations, face protracted delays in grasping organisational intricacies,” says Jon Carroll, Chairman of a UK charity. He makes an important point: how can NEDs operate at their highest level in the boardroom and contribute effectively if they are still at the early stages of navigating a new organisation, its strategy, and their responsibilities with limited guidance?
Having a board-buddy or mentor was generally viewed positively by respondents and especially appreciated as a new board member trying to find their feet. For example, Debbie Meredith found her board-buddy to be an invaluable resource during the early stages of onboarding. “I had a board buddy who supported me during my first six months on a Board. Once I read the relevant papers and around the subject, I had a number of questions that were not appropriate for board meetings. My board buddy and I had a call to discuss anything I wanted to know and then we met up again after the board meeting if I had further questions,” she says. “I think overall, the processes in place enabled me to climb the learning curve much more quickly”.
Another respondent, who wishes to remain anonymous, echoed this view. “I am on a public board in Scotland and was allocated a board buddy. It proved very helpful for the informal familiarisation and the support was particularly appreciated as it was my first public board position,” they said.
Support those who are under-represented on boards
When you arrive on a board as a minority (whether you feel aware you are of a different glass/ gender/ ethnicity/ other) it can be especially important for the board to consider how they can support you to feel welcome, included, and so you can get quickly up to speed.
“Not having a mentor in some of my roles affected the quality of my deliverables and I think I could have performed at my maximum with the help of a mentor. Mentors are key for the development of talent especially for members from minority groups,” said one respondent who asked to remain anonymous.
Be proactive, ask for a board buddy/ mentor
Not all boards will be familiar with the idea of a board buddy, or may underestimate the importance of mentoring for their NEDs altogether. One of our respondents was proactive in asking for a board buddy when they started a new role, resulting in great success for their own development and a longer term positive impact for the organisation. “When I joined a board, I requested a board buddy for the first 12 months – principally as a source of background and nuance on topics returning to board that I’d not seen at earlier stages. It’s not something they’d used formally before, but after positive feedback from both parties it’s now been offered to all new members as a standard part of the Board Member induction,” says Nicky Passmore, a NED for a Housing Association and Pension Trustee.
Action!
Of the individuals that responded to share their views on having a buddy/ mentor, not one of them said it was unhelpful, all came back with positive feedback to the idea of offering that additional support for new board members.
- If you’re joining a board, or progressive within a board (e.g. becoming Sub Committee Chair): ask for a buddy/ mentor.
- If you’re adding a new board member to your board: consider offering them a board buddy/ mentor.
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