When it comes to optimising performance across your business, executive directors must leave no stone unturned. The growth of every business depends on its ability to underpin the right commercial vision with strategic and objective thinking alongside the right financial controls.
Of course, it’s easy for executive directors and senior managers to become blinkered by the day-to-day running of the business, and CEOs may also struggle to prevent what many call too much ‘Working In’ as opposed to ‘Working On’ from creeping into the boardroom discussions. But, with 53% of NEDs in the UK serving as executives in other companies, the relationship can help businesses tap into new ways of thinking and a broad network of professional specialists.
At Gerald Edelman, we regularly advise organisations looking to strengthen their board with a non-executive director. In this short guide, we will help you decide if a NED is the right option for your business, and if so, how to ensure that you get the most out of this external resource.
About the author:
Richard Kleiner, CEO of Gerald Edelman, provides invaluable insight into the role of both Chief Executive Officer, as well as first-hand experience acting as a Non-Executive Director and Chairman for a variety of businesses.
If you have any questions on how to start this process, get in touch today at email@example.com.
Download handbookBack to top