Non-Excecutive Directorship
the first principle in my NED practice
SOURCE: INSEAD RESEARCH (& PERSONAL EXPERIENCE)
Family Ownership
Private Equity
Widely-Held
Founder-CEO
SOURCE: INSEAD RESEARCH (& PERSONAL EXPERIENCE)
the second principle in my NED practice
1.
Sector specific experience and skillset backed by strong value track record, with the later focused on the value they were able to create for others (company, employees, other stakeholders) and not primarily for themselves
2.
Passion for excellence and professional curiosity, challenging the “normal way of doing things”. Every member should be able to add his/her original insight to the Board
3.
Strong evidence of mentorship and nurturing talent capacity, being able to contribute to the company beyond a formal Board role
4.
The ability to collaborate and build the influence, being more of the “giver” (amplifying the intelligence and capabilities of other Board members) and less of a “taker” as predominant psychological profile (draining the intelligence and energy of other Board members or the Management)
5.
High integrity and ability to empathetically handle complex stakeholder management challenges, balancing the needs of all stakeholders
Believer in the principles of a good Chair of the Board: a "genius maker", not a genius himself, and not the boss of the CEO, but a guide on the side. A proactive representative with shareholders, practicing restraint, patience, and availability. Owning the prep work, measuring inputs as well as outputs, practicing teaming rather than team building, remaining impartial, and taking the work of Board committees most seriously. As an experienced Chair of the Board, I offer:
Mastering the opposites required by the Board Chair with:
Authority and humility
Helicopter view and deep company knowledge
Incisiveness and patience
Full commitment and at the same time detachment
Hard skills (general intelligence, future focused mindset, business acumen) and Soft skills (effective listening and speaking, asking powerful questions, framing the discussion)
Deep sector knowledge in following industries:
Commercial banking
Asset management
Payments sub-sector business models
Private healthcare provisioning
Selected consumer goods industries
Ask me about this experience
Strong value creation track record for the shareholders
NLB Group transformation (from near-bankruptcy to regional banking champion) example
See value accretion figures in the table on the homepage
As a believer in the “suitability matrix” principle, I subscribe to the view that every Board member should seamlessly add unique viewpoints and niche knowledge to enhance the overall Board’s competency, making it a stronger sounding board for management. Board members should demonstrate engagement, determination, collaboration skills, and clear examples of strong intellect and strategic leadership that lead to positive results for the company. Additionally, each member should have a clear understanding of business concepts and innovation trends relevant to the company’s industry. These beliefs drive my long non executive engagement practice.
Alongside that, as a board member, I can offer deep sector and market knowledge across the following industries:
Commercial banking
Asset management
Payments sub-sector business models
Private healthcare provisioning
Selected consumer goods industries
Ask me about this experience
Supporting difficult decisions at times of uncertainty, for the benefit of the company
Gorenjska banka recapitalization process (from near-bankruptcy to strong regional banking franchise under the new owner) example* (*exited the Board after the new owner acquisition and due to the acceptance of other competing Board role)
Knowledge. Interpreted.
While it might be easier to write about the leadership and effectiveness characteristics of good CEOs or Chairs of the Board from a theoretical perspective...
FEATURED
Sep 4, 2024
NED
