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Our final NEDworking event of 2025 was a fantastic opportunity to share experiences and insights on the evolving role of chairs and non-executive directors.
Holly Addison, Partner and the Head of the CEO and Board Practice at Leathwaite led the discussion with another panel of exceptional speakers - Michael Morley, Helen Ashton, and Nathan Bostock, who shared personal reflections on how they transitioned from executive careers into plural life, and what they have learned along the way. Their collective experience spanned listed companies, private equity-backed growth businesses, global corporates and regulated sectors, offering rich, candid and practical advice for anyone considering - or already navigating - the non-executive path.
As organisations face increasing complexity, risk, and regulatory scrutiny, the speakers reflected on why the role of the NED has never been more critical. Here is a summary of the key themes.
The critical role of the modern NED
Governance under pressure
Boards today operate in a context of heightened scrutiny: regulatory change, global tax complexity, geopolitical volatility, and rapidly expanding risk agendas. In this environment, the role of the independent NED has never been more important. NEDs provide objective challenge, guardrails around decision-making, and assurance that the organisation is equipped to navigate an increasingly unforgiving governance landscape.
Beyond technical expertise
The panel reinforced that what differentiates truly impactful NEDs is not technical brilliance alone, but broad commercial judgement, intellectual curiosity, and emotional intelligence. The ability to distil what matters, ask incisive questions, and influence without controlling the conversation is what sets high-performing boards apart.
The path to a portfolio career
There is no single route
Each panel member described a different journey. Some were tapped on the shoulder by former colleagues; others were approached for a very specific expertise or a moment-in-time challenge. Few began as formal application processes.
The takeaway: portfolio careers evolve through relationships, reputation, and relevance, not a rigid plan.
Diverse experience wins
Boards are increasingly seeking individuals who bring something different - digital transformation, brand and customer insight, sustainability, organisational culture, data-driven decisioning. Sector experience still helps, but it is no longer the only currency. Distinctiveness matters.
Timing and preparation
Start early if you can
Holding one NED role while still an executive can provide early exposure to committee dynamics, board rhythm and the realities of governance. It also allows future Chairs to see how you operate around a board table before hiring you into more substantial non-executive roles.
Learn actively from your own Board
If timing doesn’t permit a concurrent NED role, your own organisation’s board is your training ground. Observe how the Chair draws out contributions, how committee chairs prepare and align, where challenge is effective, and where it falters.
Finite opportunities
The market for NED roles is competitive, particularly for first-time NEDs. Being clear about your value proposition — what you bring, why now, and where it fits — is essential. As one panellist put it: ‘Boards don’t want generalists. They want clarity.’
Qualities of an effective NED
Supportive, not dominant
The most impactful NEDs bring calm, balance and constructive challenge. They know when to lean in, when to step back, and how to coach executives rather than re-run their executive careers from the sidelines.
Confidence, clarity and well-judged challenge
Over time, NEDs develop confidence in articulating their perspective, including when it diverges from the consensus. Speaking up with clarity, evidence and respect is a core part of the role.
EQ over IQ
Listening carefully, synthesising information, reading the room and asking the right question at the right moment often matters more than technical credentials. Boards thrive on emotional intelligence.
Board dynamics and governance
UK Boards set a global benchmark
The UK’s governance frameworks, clear accountability lines, and well-established code of practice make its boardrooms among the strongest globally. With that comes expectations around professionalism, rigour and transparency.
Psychological safety Is essential
Where challenge is discouraged or voices are shut down, risk escalates fast. Several panellists noted that the absence of psychological safety is one of the biggest contributors to whistleblowing, cultural failures and reputational crises.
Culture starts at the top
The Chair sets the tone with cadence, openness, curiosity, and the appetite for robust debate. Their behaviours shape whether the board becomes high-performing or dysfunctional. Our panel determined that ‘Boards should own culture and values’.
Practical realities
A significant time commitment
The portfolio life may offer flexibility, but it is not ‘light touch’, nor is it for the faint-hearted. Board packs are substantial, committees absorb time, and regulatory expectations continue to grow. Crisis moments can require several days a week.
Due diligence is vital
Before joining a board, ask simple but revealing questions:
How does the board work? What is the culture? How aligned is the Chair and CEO? What is the state of the balance sheet? What is the unvarnished risk?
Do not assume. Verify.
Expect the unexpected
From cyber incidents to activist investors to leadership transitions, NEDs need resilience and flexibility. As one panel member said: ‘If you’re only comfortable when things are calm, the role isn’t for you.’
Future skills and staying relevant
Tech and digital
Boards increasingly need members who understand data, AI, digital business models and cyber risk. You don’t need to be a technologist, but you do need fluency.
Continuous learning
Plural careers demand ongoing curiosity: staying current on governance trends, geopolitical shifts, market dynamics and global best practice. Many panel members emphasised the value of international exposure and diverse sources of insight, as well as maintaining advisory roles in order to stay connected.
Bold thinking
CEOs want challenge and imagination, not incrementalism. NEDs should help boards look around corners, explore new strategic levers, and consider scenarios that stretch the organisation.
Cybersecurity and risk: a growing priority
Evolving threats
Cyber risk is now a top-tier board issue. Threats are increasingly sophisticated, often state-sponsored, and designed to evade traditional detection. Recovery capability matters as much as prevention.
Third-party exposure
With supply chains and technology stacks more outsourced than ever, boards must probe whether partners meet minimum standards and allow independent verification.
Asking the right questions
High-quality oversight goes beyond dashboards or red-amber-green metrics. Board members should be asking: ‘What’s in scope? What’s not? Where are the blind spots? Are we globally covered? What tests this?’
Final thoughts:
Stepping into a non-executive role is not a soft landing after an executive career - it's a demanding, high-impact position that requires preparation, resilience, and the right mindset.
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- Do your homework: Due diligence before joining a board is non-negotiable. Understand the culture, governance structure, and expectations to avoid surprises.
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- Stay curious and relevant: Continuous learning, global engagement, and openness to new perspectives keep you effective in a rapidly changing world.
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- Focus on enabling success: Every question should aim to promote the organisation's long-term health, not obstruct progress. EQ matters as much as IQ.
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- Value strong leadership: A good chair sets the tone for openness, trust, and constructive challenge - boards thrive when culture starts at the top.
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- Blend experience with humility: Confidence grows over time, but no one expects you to know everything. Bring your niche expertise, listen well, and be willing to learn.
Ultimately, being a NED is about shaping success rather than preventing failure. It is a role that demands time, commitment, and integrity - but for those ready to embrace the challenge, it offers a unique opportunity to influence, guide, and make a lasting impact.