The most important relationship that Non-Executive Directors must nurture and sustain is the one with their Chief Executive Officer. However, it is a complex relationship since the CEO is in charge of day-to-day operations of the company, developing and executing strategy while the board provides a broader perspective, approving and advising on decisions. What traits would a CEO look for
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Most Non-Execs will find their Company Secretary is an all-too-often untapped fountain of knowledge within an organisation. But, what does a Company Secretary actually do? Read on to find out.
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Shona became a Non-Exec at 31. She spoke to Dynamic Boards’ CEO, Sarah Pierman, about being a young Non-Executive Director, how she landed her first board position and her message for other young people applying for Non-Exec roles.
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Every business is now a tech business, which means technology expertise in the modern boardroom is an essential skill-set. Yet many boards are still lacking technology skills in 2024, and they have been for quite some time. We asked 65 CTOs (Chief Technology Officers) why CTOs would make great Non-Executive Directors and recorded their top 10 answers in this blog.
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Diversity awkwardness. In this series we hit the awkward topics around boards, and we try to encourage a move towards a thoughtful discussion that will drive us to create truly dynamic boards. This is #2 in the series, click here to read #1 “I’m not diversity”. “I don’t want to be asked to join the board just because I’m the
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Diversity awkwardness. In this series we hit the awkward topics around boards, and we try to encourage a move towards a thoughtful discussion that will drive us to create truly dynamic boards. He started the video call by saying “So firstly, thank you for speaking with me. I know I’m not diversity. But I’m interested in chatting to you about
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All too often we only hear about company boards when something goes wrong. When there is a scandal we ask ‘where was the board?’ and we expect them to perform as a public punchbag. Look back 30 years, and UK boards were often trophy cabinets: the great and the good, there to show the evidence of the company’s gravitas. Look
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