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Managing Director at The Alternative Board (Bristol North)", "\'\'I recently attended David's How to become a Non-Executive Director course. I can highly recommend this comprehensive and value-for-money all-day course. Class numbers were kept at a manageable size for maximum interaction, enabling everyone to contribute and get the most out of the day. It was interesting to note that the course attracted a diverse range of interested participants, ranging from someone in their first job to an experienced member of committees, to someone who had substantial work experience, quite removed from the corporate arena, who wanted to learn about and explore opportunities as an NED. The course content was extremely relevant and helpful including the different routes to becoming an NED. On the basis of this training, attendees could feel more confident about embarking on the next stage of applying for opportunities leading in the long-term to an NED role or two. David clearly has a wealth of experience and is to be congratulated for his extremely useful training that has been pitched at the right (user-friendly) level for participants from diverse backgrounds. Sally Aitchison Head of Legal", "Having attended Social Media for Beginners, I have both a fuller understanding of the positive impact that appropriate use of social media could have on my business and better technical knowledge of the different tools available. I would recommend this course to anyone wishing to engage in cost neutral but effective marketing. Paul Mayo Chairman at SaRS, Managing Director at SQEP Ltd", "How to become a Non-Executive Director
I can thoroughly recommend this very well structured and informative course. It provides an excellent introduction to the remit, capabilities and attributes of NEDs.
Jim Whelan, Owner ORO Solutions Ltd", "How to become a Non-Executive Director
David Doughty’s obvious experience and credibility, the course material and structure and the quality of attendees meant that the course was worth every penny. I now have a full appreciation of the many balls to be juggled in order to become a successful Non-Executive Director
Sunil Chadda Alternative Investments professional", "Marketing for Non-Marketing Directors

\'\'Right from the start of the Marketing for Non-Marketing Directors course, the importance of marketing strategy to the future of any company was made plain; Duncan was very clear about the pivotal nature of the role of the board in marketing strategy, and the consequences - for the long-term sustainability of the company - of failure to engage. I consider myself duly forewarned!
Chris Jones Managing Director Meta Mission Data", "How to become a Non-Executive Director
This one day course is an excellent overview, providing real advice and very helpful information for those Directors who are interested in developing a non-exec portfolio
Julian Dennis, Director Compliance & Sustainability at Wessex Water, Bath, United Kingdom", "How to become a Non-Executive Director
I can thoroughly recommend this course and David. As well as meeting interesting colleagues, a great way to understand compliance, personal capabilities and skills needed to fulfil a NED role. A helpful and well structured intro into the NED world.
Alli Hooton, Managing Consultant 3103 Human Resources Ltd", "How to become a Non-Executive Director
A really useful day for anyone with serious intentions of becoming a NED. The event was well structured with a good balance between the theory of corporate governance and NED responsibilities as well as allowing plenty of time for sharing experiences through group interaction
Mike Jones Director OBS Management Consultants Limited", "How to become a Non-Executive Director
The course covered the background to governance comprehensively but more usefully for me was some of the practical issues in becoming a non-executive director, particularly in the SME sector
Graham Matthews", "Having attended one of David's Social Media seminars in the past, can I highly commend anyone still sitting on the bottom rung, watching everyone else climb the social media engagement ladder, to attend, listen and be enlightened by what David will no doubt convey Sam Finlay Experts in Creating Engaging Video & Animated Videos that Explain the Value of What You Do.", "\'\'I really enjoyed the last meeting. The seminar in particular was the best Social Media session I have attended. I have managed to grow my twitter following from 50 to 582 and counting Ed Kenworthy IT Consultant at Alphatec Systems Ltd", "How to become a Non-Executive Director
\'\'I attended the 19th July course in Bristol and found it to be very informative. Not only was there a wealth of technical information provided but there were numerous case studies - based on real incidents - which were really thought provoking.I would happily recommend this course to anybody who is considering taking up the challenge of being a Non-Executive Director
Andy Farrall Founder Director of Management and Safety Training Ltd", "I found the How to become a Non-Executive Director course very informative and well presented. I would recommend it as a good overview of Board Function and personal requirements. It gave me clarity about things I thought I already knew but clearly did not. The small number of attendees made for a more personal interactive day which we all appreciated Maire Brankin, Director at Oxford Executive", "How to become a Non-Executive Director
I recently attended Excellencia's NED course written and run by the highly experienced David Doughty. In one day you cover an enormous amount of ground where the topics include, Governance, Risk, Information, Due Diligence, Solvency, NED role including required skills, duties and liabilities and finally how to win a position. I recommend it highly.
Nick Bailey Managing Director Apexselling Limited", "How to become a Non-Executive Director is an essential introduction for those who seriously wish to pursue Non Executive Director Roles. The course, led by David Doughty an experienced and knowledgeable NED, is focused on the key information required to achieve your first position. It includes a discussion of the Non Executive Director Role, duties and liabilities, the relevant skill set and valid approaches to securing a NED position. The day includes case study work as well as interactive discussions of the course material. I thoroughly recommend this course which is good value for money. Nick Randle OBE Consultant/Interim Manager, Non-Executive Director", "Unlike many courses I have attended in the past, How to become a Non-Executive Director went beyond just the technical aspects of being a 'Non-Exec', and reflected on the differences in the approach required compared to being an Exec Director.
It allows you to make a fully informed decision on whether a Non Exec role is right for you, and if it is, how to go about finding opportunities.
An invaluable day of learning!
Alastair Lewis Managing Director at Carlisle Support Services Ltd", "I found the How to become a Non-Executive Director workshop really insightful and useful in helping understand both the role of an NED and with creating your own plan on becoming an NED. I would recommend this workshop to anyone who is considering doing just that. Dave Harrison Co-Founder and Director at 10Eighty", "How to become a Non-Executive Director
Having attended this course in the last few months I can confirm its value. Having held NED roles in my favoured area of engineering and manufacturing David opens the mind to the potential of other sectors and using ones transferable skills. Have set a strategy for personnel growth as NED – if I could just stop getting interim assignments
Tony Hurley, Interim Manager in Manufacturing Recovery", "How to become a Non-Executive Director

\'\'An excellent course giving a clear picture of the role, the skills and characteristics required, the range of NED opportunities and the various routes to secure such positions. Particularly helpful focus on shaping your CV for this sector and the key skills required. As a bonus you also meet interesting people and useful contacts. A good career investment which will hopefully deliver quick, positive results.
John Hoy Independent Heritage Consultant - Hoy Consultancy; Chief Executive - Castle Howard and Owner, The Hoy 1997 Settlement.", "Finance for Non-Finance Directors
Knowledgeable presenter Good solid coverage of core financial concepts - P&L, balance sheet, ratios
Greg Watson, Chief Executive at GL Education Group", "How to become a Non-Executive Director

\'\'This course was excellent and greatly exceeded my expectations. The course format is interactive, with small-group teaching in a seminar/workshop format, led by an experienced Chartered Director who generously shared his personal experience
Christine Wilson Non-executive Director, Multi-Academy Trust", "How to become a Non-Executive Director

\'\'I attended this course shortly after starting my first Non-Executive Director role and found David’s expertise and insight to be invaluable. The course also covers practical things such as how to go about finding Non-Executive Director roles – and so last week (6 months after I attended the course) I started my second NED role, and have an interview for a third one next week. I can highly recommend attending this course for current or aspiring NEDs.
Neil Stevens Director, Sirius Partners Ltd, NED for Bristol Community Health and Stalis Ltd", "Sales for Non-Sales Directors

\'\'I found this very useful , John really knew his stuff and made this engaging and materials were spot on and good interaction with other members on the course which added to the skill sharing- I learned a lot.
John Smith IT Resources Ltd.", "How to become a Non-Executive Director
\'\'An invaluable course for anyone looking for NED roles. Expertly delivered, honest and action focussed. Extremely useful materials. Feel much better equipped for to pursue opportunities as a NED.
Sumita Hutchison Chair of the Interim Commissioner for Race Equality, Lawyer", "How to become a Non-Executive Director
I found the day stimulating and informative. It confirmed many of the areas I was aware of working with a Board as a Company Secretary and refreshed my knowledge on some of the legal aspects of the role
Barbara Suggitt Company Secretary at Hertfordshire Partnership NHS Foundation Trust", "\'\'David's How to become a Non-Executive Director course is truly excellent. He provides context, knowledge and insight, with practical illumination from his own extensive personal experience. He is endlessly patient, deeply informative and always interesting to listen to. I cannot recommend this course too highly Chris Kenber Practical business coach bringing clarity and energy to help ambitious business owners raise their game", "How to become a Non-Executive Director
A well structured and presented introduction to the responsibilities, challenges and attributes required of being a NED. It was thought-provoking. I have referred back to my copious comments in the comprehensive slide hand outs many times already
Simon C Jones, Interim Transformation Leader and Hidden Value Discoverer", "How to become a Non-Executive Director
A great introduction to the world of NEDs; well-structured and expertly delivered.
Tony Gunby OBE MA FCMI, E-Commerce and Trusts Fundraiser at Helen & Douglas House", "\'\'interesting seminar on Social Media by David Doughty - I came away with 2 pages of things to do, which I got started on when I got home Inge Dowden Business Growth & Happiness Coach at Inge Dowden Coaching", "How to become a Non-Executive Director
\'\'I did the course in Bristol, in January on a chilly day. I received a warm welcome however and David brought the subject matter to life, made it practical, and tailored it to our specific objectives. The course structure made sense, we had enjoyable discussions, and the other people on the course (as usual with such things) were a good resource too. I can recommend it fully to anyone considering it. You'll be in capable and experienced hands.
Alex Nichols Director at Alex Nichols Consulting Ltd", "How to become a Non-Executive Director
I can recommend this course, it is very informative and will confirm research, skill requirements, responsibilities and legal obligations for a successful NED (NXD) role. Good interaction, networking with delegates and time for Q&A.
Jim Gaudoin, Director of Bruel & Kjaer VTS Limited", "Marketing for Non-Marketing Directors

\'\'Well worth the time! Duncan has packed a lot of information into the course, which reminded me of all the things I should be thinking about, and doing something about in my own business, and also sent me away with some action items. Highly recommended!
Andrew Stacey Founder, Cellular Systems", "How to become a Non-Executive Director
The material, the course leader’s insights, and the opportunity to share thoughts and feelings with similarly inclined business people, made for a really valuable day. I came away with some clear actions.
Bernard Grenville-Jones Chairman | NED | Entrepreneur", "How to become a Non-Executive Director
Well structured and informative course with plenty of time/room for group discussions. Ideal for anyone looking at NED roles.
Luke Ireland, Business leader and Non Executive Director", "How to become a Non-Executive Director
As an introduction to the world of NED's this course is well structured to give an honest and practical insight in to how to identify and prepare for a move in this direction. Money well spent!
John Cooper, Vice President, North West Europe at Weber-Stephen Products LLC United Kingdom", "How to become a Non-Executive Director
I would thoroughly recommend this course. It gave me an excellent overview of the role of a NED and a clear steer on how best to look for and be successful in becoming a NED. All my pre course questions were answered. The examples the tutor gave were interesting and stimulated good debate. The small size of the group allowed questions and good dialogue. Look no further for a course on this subject
Helen Sharpe Managing Director Education Division Priory Group", "I had the pleasure of attending 'How to become a Non-Executive Director' one day course in Bristol yesterday delivered by David Doughty. The content, course leader and fellow attendees were a breath of fresh air. I went with an open mind, unsure whether my skill set and experiences were suitable and allow me to offer any value to a board. I left with no doubt that they were.

The course content was really informative and very pragmatic. At end of the day, not only did I understand the role and liabilities of a NED but also the legal framework within which they operate, the more technical areas that you need to be familiar with, where to find out more information specific to the company you are working with and how to find a NED position in the public, private and voluntary sectors. Above all though, I left with the confidence that I really did have something to offer.

For anyone wondering whether their future may include a NED position, I would recommend that you consider this course as a good starting point.
Roger Wills Managing Director at Wills & Blair Ltd", "How to become a Non-Executive Director
Helpful and fulsome in opening up the channel of Non-Executive Director as a career path. I know considerably more about what is required and expected now and, of real practical benefit, how to go about seeking and finding a rewarding role as an NED. Highly recommended.
James Millar Company Director, Entrepreneur, Consultant, Lawyer, Trustee", "Sales for Non-Sales Directors

\'\'John delivered a thought provoking and insightful workshop. Ideal for Non-Executive Directors aspiring to fully understand sales and how to create strategic commercial value at board level
Alastair McIvor Director of AMT Ltd", "As someone who is looking to move into a Non-Executive Director role I found Excellencia's How to become a Non-Executive Director Course invaluable. It gives you a clear overview of what is required from a NED and helpful advice about how one goes about obtaining a position. It is also a very useful course for Businesses that are looking at implementing Board structure and responsibilities.
David Doughty leads the various sessions in a clear, concise & helpful manner
Alan Clydesdale Providing Business Advisory Services to SMEs", "I recently attended the Excellencia one-day course on How to become a Non-Executive Director run by David Doughty; a very experienced director. Prior to booking I researched a number of providers and found a high degree of commonality in course content. However, Excellencias fee was significantly lower than others, and around half that of one well-known provider. David covered all the salient points in a very professional and timely manner and was able to answer all my questions. I believe I am now well-prepared for NED roles and am very happy to recommend this course to those looking to follow a similar path. Ian Kirkby BSc, D.Mgmt, FCMI, FILM, FIC, MIoD, MCGIInterim Business Development Director at Association of Police and Crime Commissioners", "I had the pleasure of attending a recent How to become a Non-Executive Director course that David ran.
As someone who not only runs their own business, has had a career and built up experience the opportunity to learn more about this was too good to miss.
David’s experience and expertise shone through as the day progressed – beginning with the roles, responsibilities, the legal aspects , the liabilities – all explained with examples of the good, the bad and the ugly of what has happened. David went through the skillset and actual case studies based on his career as an NED in all three sectors. This enabled there to be some great discussions where questions were answered. The structure of the day that David put together was second to none as I was taken through a well organised and flowing workshop – culminating in how I would secure a NED position. What was refreshing was the fact that David continually referred to his experience and not what you’d find in a text book coupled with a wealth of resources that are available. I would wholeheartedly recommend attending one of Execellensia courses that David runs and to point others that you know who may be interested in David’s direction.
Sean Humby Director & host - Business Network (SW) Ltd, lunch time networking. And Accredited Sales through Service licensee", "I recently attended David's one day introduction How to become a Non-Executive Director as part of my own professional development and to gain some insights for my clients too. David's breadth of experience, knowledge and practical guidance is inspiring. He is refreshingly frank, engaging and practical so I now have some next steps in terms of further reading, resources and action planning.
I would highly recommend David to anyone thinking about taking on a NED role
Kim Jones Business Consultant & Coach, Director at High Growth Knowledge Company", ], numQuotes: 53, fadeDuration: 2, fadeoutDuration: 2, delay: 20, quotesInit: function(){ if (this.numQuotes

Aug 222018
 
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Case study - Tension between Chairman and Chief Executive - NEDworks LinkedIn Group Discussion

The NEDworks LinkedIn group is currently featuring the following Case Study (anonymised but based on a real-life situation)

NED Case Study

You are a non-executive director on the board of a listed company in the financial services sector. 3 years ago the Chairman and non-executive directors had been instrumental in removing the Chief Executive, a colourful, charismatic, character with a big reputation, as he had been unable to revive the company’s fortunes and had lost the confidence of both the shareholders and the regulator.

His replacement, an internal candidate, was seen as a safe pair of hands to steady the ship and implement the strategy which had been agreed by the board, to clean up the company’s operations, to the satisfaction of the regulator, and improve performance to satisfy the restless shareholders.

Unfortunately the new Chief Executive has not managed to make as much progress as either the regulator or shareholders would have wanted. The board has recently appointed a new Chairman who is keen to get the company back on track and there is clearly some tension between him and the Chief Executive.

As a non-executive director, how can you act to help resolve this situation? What is your role and what options should the board explore?

Julie Garland McLellan - Boardroom Expert First step is to look at the role of the board in setting targets and monitoring performance for both the CEOs. It would appear that they haven't been tremendously effective with the safe pair of hands or with the colourful and charismatic CEO. Is there a problem with the way the board sets expectations and commits to a strategic course of action? If the problem is in the boardroom it needs fixing before any new recruit is brought in.
Next step is to review the business and business model. Is the business meeting the current needs of its customers? Is it using the appropriate technology? Does it have the appropriate products and services? How are commissions calculated and paid? What is the culture? This should give some clues about what the new (or current) CEO should focus on to make a change that drives improvements.
Then recruit the CEO you need for the actions you have to take.
Final step is to monitor and guide the CEO so that actions are taken as expected and plans changed to suite

David Doughty Julie - I agree with everything you say but I would be tempted to start even further back with a refresh of the Vision Mission and Values as, in my experience, many business plans and strategies evolve organically and become detached from a coherent Vision.

As you say, it is impossible for the CEOs to succeed without clear expectations and it is the role of the NEDs to support the Chair to produce a clear strategy and objectives in line with the Vision, Mission and Values, which the CEO can then be tasked with delivering.

CEOs are often blamed for the failure of the business when it is more likely that it is a failure of the Board to provide clear direction

 

Terry Bowman There are surely 2 points here and at least 1 reflects badly on the established NEDs.

The issues with the regulator need to be examined by the Board to identify what they say about the strategy and delivery by the executives. The Board would seem to have been asleep at the wheel if the problems remain after 3 years. It may be that the problems with the regulator are adversely affecting market performance and, again, the Board is culpable for not getting to grips with this problem.

Overall a root and branch review of the business and its senior team would seem to be in order for the Board

 

David Doughty Terry - yes the NEDs should have been closely monitoring the relationship with the regulator looking to make improvements - as you say they seem to have been asleep at the wheel and it is time for them to wake up before they can think about making any senior appointments

 

 

 

Neil Britten David - a thought provoking case. Many valuable points already made here. As a NED I would be interested to know what the regulators perspective is - if I don't already. If there is a SID on the board I would expect him/her to be on top of this. Second I would like to know what the tension between Chair and CEO is being caused by. I would speak to the Chair about this obviously. Possibly the CEO too.
It is not so clear to me that the Board has been asleep - within the 3 year period both CEO and Chair have changed. Perhaps both changes have been prompted by the Board. Maybe initially the results from the new CEO looked encouraging.
Clearly it is time for the Board to be focusing on reaffirming the purpose of the enterprise, as David suggests, and revisiting the strategy to provide the clear direction sought.
Fundamentally the Board cannot function effectively without an effective relationship between Chair and CEO. I would like to understand the problem there first.

David Doughty Thanks Neil for making some good points. Clearly this has been an unsettling time for the business so in addition to all the actions that have been suggested by contributors to this discussion the NEDs also have a role to try to minimise the disruption caused by changes to CEO and Chair https://www.linkedin.com/pulse/what-should-neds-do-when-ceo-leaves-board-david-doughty

 

 

 

Peter Curnow-Ford MIoD Interesting is that its the shareholders and the regulator that are raising the issues and not the Board. I think the Board should reflect on its own performance and only then look to seek what happens next - why are we here, what is the objective and the strategy to enable the 'why' and then if needed update the board itself and then the CEO if needed - it maybe that a refreshed board is all that's needed as it better supports the existing CEO

 

 

David Doughty Peter - I think it has certainly been the case in sectors such as Banking that the board members have been the last people to question their own performance - more often than not it is the shareholders, regulators and analysts who are asking the right questions

 

 

 

 

You can join in the discussion on LinkedIn at https://www.linkedin.com/groups/87547/

Nov 282014
 

The NEDworks LinkedIn group, provides an on-line forum to share best-practice and help you stay on top of the latest developments in Corporate Governance for Non-Executive Directors, Governors and Trustees

Join the NEDworks LinkedIn Group

linkedinJoin the NEDworks LinkedIn group today and become part of a growing community who are sharing their ideas and best practices on Corporate Governance and Board Effectiveness for Non-Executive Directors, Governors and Trustees .

As a group member, you will:

  • Be able to join discussions and share experiences with other Non-Executive Directors, Governors and Trustees
  • Gain insight on the changing landscape of Corporate Governance – how organisations of all sizes in the private, public and voluntary sectors are becoming more effective
  • Find the latest news on developments in Board practices and how they can enable improved business growth
  • Get access to free white papers, case studies, events, seminars and courses to enable your board to be more effective
  • Participate in up to the minute discussion topics, share your thoughts, ask questions, read what your peers and thought leaders have to say

Join others by asking questions, adding comments, and sharing your ideas, or just read what others are posting. This LinkedIn group is for you; we encourage you to make the most of it.

What is LinkedIn?

According to the LinkedIn Corporation, LinkedIn is an interconnected network of experienced professionals from around the world, representing 150 industries and 200 countries. You can find, be introduced to, and collaborate with qualified professionals that you need to work with to accomplish your goals.

Registering for a LinkedIn Account

If you are already a LinkedIn member, joining the NEDworks LinkedIn group is easy—simply click here to go directly to the group.

If you do not have a LinkedIn account, you must register for an account prior to joining the NEDworks LinkedIn group.

  1. Visit LinkedIn www.linkedin.com.
  2. Complete the "Join LinkedIn Today" box in the top, right corner.
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  3. Complete as much of your profile information as you like. We suggest that you complete at least the basic profile information for networking opportunities. (Top 5 tips for using LinkedIn to promote yourself on-line)

Logging Into Your LinkedIn Account

Once you have created a LinkedIn account, you can sign into it from any computer or mobile device that allows Web access.

  1. Visit LinkedIn www.linkedin.com
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The membership criteria of a LinkedIn group is determined by the specific group's manager. Usually you must be approved by the group's manager in order to join the group or this may be done automatically in some instances.

To go directly to the NEDworks LinkedIn Group

  1. Login to your LinkedIn Account
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    2. Type NEDworks into the Search box.
  4. Click on the Search icon.
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