A 2 day course held at venues across the UK.
A non-executive director (NED) is a member of the Board of Directors. Under company law, there is no legal distinction between Executive Directors and Non-Executive Directors. Both have the same legal duties, responsibilities and potential liabilities; but NEDs do not take part in the executive management of a business, usually standing back from its day-to-day running.
Input from NEDs will vary. For example, in a new business, they might act as mentors. At the other end of the spectrum, a NED of a listed PLC may only attend board meetings several times a year. In a public sector organisation, such as an NHS Trust, NEDs might require additional skills. Board meetings are sometimes held in public where they will have to communicate well and deal with unscheduled questions effectively.
The programme will cover:
- Strategy: constructively challenging and contributing to the development of strategy
- Performance: monitoring and scrutinising the performance of management in meeting agreed goals and objectives
- Risk: satisfying yourself that financial information is accurate and financial controls and systems of risk management are robust and defensible
- People: determining appropriate levels of remuneration of executive directors; having a prime role in appointing and, where necessary, removing senior management; and planning for succession.
No upcoming courses available.
Attendance at the Role of the Non-Executive Director will help you become a more effective leader. It will equip you with the knowledge and practical skills required for developing, implementing and proactively governing a successful organisation.
On successful completion of this course, delegates will understand how to:
- Support entrepreneurial leadership of a company within a framework of prudent and effective controls, which enable risk to be assessed and managed
- Contribute to the formation of strategic direction and aims, ensuring necessary financial and human resources are in place to meet objectives and review management performance
- Be an effective problem solver
- Deliver sound judgement, including understanding of timing and relative value, based on solid experience (including mistakes)
- Contribute to the formation of a company’s values and standards, ensuring its obligations to shareholders, stakeholders and others are understood and met
- Communicate effectively, particularly with third parties
- Be empathetic – a preparedness to listen (ahead of speaking) and appreciate, but not be swayed by, every different opinion; show the patience to develop the company at the appropriate speed
- Maintain integrity – be honest and straightforward, consistent and reliable, irrespective of the circumstances, audience or pressures
- Ensure all company audit requirements are satisfied
- Effectively input into the remuneration of the executive directors and appointment of executive directors
- Apply the legal and regulatory framework underpinning the role of the non-executive director.
In association with