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Managing Director at The Alternative Board (Bristol North)", "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", "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", "Finance for Non-Finance Directors
Philip had an excellent wealth of experience & practical knowledge of a wide number of industries and was really warm & welcoming- An asset to the course! Alana Chalmers, Marketing Management & Business Development", "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
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. As a bonus you also meet interesting people and useful contacts. A good career investment. Mark Lambert, Non-Executive Director", "Thank you for the interesting session on Social Media that I attended recently.
It was very thought provoking, and I left armed with a list of actions to take to improve the on-line presence of my business.
Thanks again. Sarah Schofield Owner of SchofieldVA, providing a wide range of business support services", "How to become a Non-Executive Director
\'\'The course was a really thorough grounding in what it means to be a non-exec director and how you can apply your knowledge and skills to the role to good effect. The combination of useful information about corporate governance and directors' liabilities, a very experienced and insightful course lead in the form of David Doughty, and practical exercises about how to address particular situations that NEDs can expect to face made for a very interesting session, but also one which was directly applicable to my new role. Jane Ginnever FRSA Founding Director, SHIFT", "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.", "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
\'\'David is a solid expert. The overview of the role of a NED was very well presented. Highly recommended. Jean-Philippe Perraud Founder at NEDonBoard", "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", "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", "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", "\'\'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
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
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", "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
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 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", "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", "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.", "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", "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
\'\'The course was well constructed and delivered by David who has extensive knowledge of a range of boards, their structure and governance. It was particularly helpful to me as I am new to applying for NED roles and the guidance made me totally rethink what is required from the application process – i.e. this is not an operational role!  The delegate group was of a suitable size to allow for interaction and sharing of ideas and experience Jane Paine Chief Executive Officer at Age UK North Lincolnshire Ltd", "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", "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 '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
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
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", "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", "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", "How to become a Non-Executive Director
\'\'I thought the course was enlightening and very rich in content. I particularly liked the balance of case study analysis with emphasis on a NED's key responsibility. It was well structured and I'm sure I speak on behalf of all those who were present, when I say that the course offers a great deal of value to any aspiring or even existing NED who wants to make a success of their role Poku Osei Programme Director at Babbasa", "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", "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
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", "How to become a Non-Executive Director
I found the course very helpful, as I wanted to understand in detail what a NED role entailed. I felt that I gained enough information not only to decide if this was the sort of role that I would be interested in, but also to be able to function in such a role. The guidance on seeking appointments was an added bonus. It was also an interesting day with a varied group of delegates and I would happily recommend it. Julia Iball, Managing Partner at Henmans LLP", "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", "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", "\'\'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", "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

\'\'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", "\'\'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

\'\'This course is a must for any aspiring NED and even established NED's as a refresher. The content and its delivery were well paced, informative and challenging in equal measures, led by a seasoned expert whose capabilities provide a wealth of knowledge to be drawn upon. Incredible value for money and should be part of a suite of courses leading to a more formal qualification for aspiring NEDs. 100% recommended, you will not be disappointed. Jon Cross Managing Director at Essenjay Associates 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", "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", "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", "\'\'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", "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", "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
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", ], numQuotes: 53, fadeDuration: 2, fadeoutDuration: 2, delay: 20, quotesInit: function(){ if (this.numQuotes

Diversity and Inclusion in the Boardroom - Video Course Wednesday 24 March 2021

 Diversity and Inclusion, NED Training  No Responses »
Feb 022021
 

Diversity and Inclusion in the Boardroom

A practical interactive video course for Chairs and Board members

If you are wondering how you can promote diversity and inclusion on your Board then the Diversity and Inclusion in the Boardroom 1-day interactive video course will provide you with an essential overview of what is involved together with practical steps that can be taken to help you to achieve a more diverse and inclusive board.

This course is aimed at Chairs and Board members in the private, public and voluntary sectors including NHS Trusts, Social Enterprises, Local Authorities, School and College Governors and Charity Trustees looking to reflect on the impact of current issues on racial equity and working in order to promote diversity and inclusion on their boards and in their organisations.

Who should attend?

Chairs and Board members in the private, public and voluntary sectors including NHS Trusts, Social Enterprises, Local Authorities, School and College Governors and Charity Trustees.

What to expect?

  • An overview of the core principles and essential knowledge about the impact of diversity and inclusion in society and on organisations.
  • Identification of the challenges faced by Boards in the area of Diversity and Inclusion and an exploration of the various ways in which Executive and Non-Executive Directors can contribute to these issues
  • Practical guidance on how Board members can make positive contributions to a board’s work by embracing diversity and diversity of thought

Course objectives

Participants will gain the fundamental knowledge / terminology to interact at Board level whilst considering the key impact of these issues on Boards and within organisations.

There will be opportunities to explore recruitment and selection processes, induction and how Boards can implement diversity and inclusion principles

Course Leaders:

Dr Shungu Hilda M’gadzah

Director & Lead Consultant Psychologist: Diversity & Inclusion expert and Educational Psychologist at Inclusion Psychologists Ltd with senior leadership experience and Board level leadership experience in the voluntary sector and public sector. Experience as senior leader in education at Head of Service level leading and managing multi-disciplinary teams. (linkedin.com/in/shunguhildamgadzah/)

Shirley Wardell

Thinking Environment Coach and Facilitator Trainer specialising in Leadership Development. A member of the Time to Think Faculty, qualified to deliver Nancy Kline’s Thinking Environment courses. Experience in Higher Education, mostly for the Leadership Foundation for Higher Education (linkedin.com/in/shirley-wardell-47b2467/)

David Doughty CDir FIoD

David Doughty - Chartered Director

Chartered Director and highly experienced Non-Executive, Chief Executive, Chair, Entrepreneur and Business Mentor. David has extensive executive and non-executive experience in small and medium enterprises in private and public sectors. He is also a board level consultant to multi-national organisations and a Chartered Director Ambassador for the Institute of Directors. . (linkedin.com/in/daviddoughty)

Key Details

Duration: 1 day
Location: Zoom Video Conference

Price
£350.00 (ex VAT)
Payment with Booking Price £320.00 (ex VAT)
Partner Discount Price
£295.00 (ex VAT)*

Book Now

To see course dates and to book your place now follow this link:
Course Registration

The fee includes a copy of the course handbook

Attendance counts as 6 verifiable CPD hours of structured learning

*Discounts on Excellencia course fees are available for:

Courses can be delivered ‘in-house’ to a single board – to find out more contact [email protected] or call 01437 731 161

Diversity and Inclusion in the Boardroom – Free Live Webinar 25 February 2021

 Diversity and Inclusion, Events, NED Training  No Responses »
Feb 022021
 

Diversity and Inclusion in the Boardroom – Free Live Webinar

Thursday 25 February 2021 14:00 – 15:00

If you are interested in promoting diversity and inclusion on your Board then the Diversity and Inclusion in the Boardroom – Live Webinar will give you the opportunity to consider the following questions that need to be addressed in order to achieve a more diverse and inclusive board:

  • What are your board’s key challenges for 2021?
  • Is your board a safe place?
  • What does your board need to do to make it more diverse and inclusive?

This free, live webinar is aimed at Chairs and Board members in the private, public and voluntary sectors including NHS Trusts, Social Enterprises, Local Authorities, School and College Governors and Charity Trustees looking to reflect on the impact of current issues on racial equity and working in order to promote diversity and inclusion on their boards and in their organisations.

Join us on Thursday 25 February 2021 at 14:00 for this free, live, 60-minute Webinar, hosted by:

Dr Shungu Hilda M'gadzah
Director & Lead Consultant Psychologist: Diversity & Inclusion expert and Educational Psychologist at Inclusion Psychologists Ltd with senior leadership experience and Board level leadership experience in the voluntary sector and public sector. Experience as senior leader in education at Head of Service level leading and managing multi-disciplinary teams. Shungu has a doctorate in emotional intelligence. She has recently developed the Six Stages Diversity Conceptual framework. (linkedin.com/in/shunguhildamgadzah/)

Shirley Wardell

 

 Thinking Environment Coach and Facilitator Trainer specialising in Leadership Development. A member of the Time to Think Faculty, qualified to deliver Nancy Kline's Thinking Environment courses. Experience in Higher Education, mostly for the Leadership Foundation for Higher Education. (linkedin.com/in/shirley-wardell-47b2467/)

David Doughty CDir FIoD

 

A Chartered Director and highly experienced Non-Executive, Chief Executive, Chair, Entrepreneur and Business Mentor. David has extensive executive and non-executive experience in small and medium enterprises in private, public and voluntary sectors. He is also a board level consultant to multi-national organisations and a Chartered Director Ambassador for the Institute of Directors. (linkedin.com/in/daviddoughty)

 

Book your place on this free live webinar now

Join us on LinkedIn to start the discussion now

 

 

 

Diversity and Inclusion in the Boardroom - What is at Stake if we Don’t Get It Right?

 Diversity and Inclusion, Non-Executive Director News, Opinion  No Responses »
Jan 122021
 

Owning up to our Negative Automatic Thoughts: Are we becoming tired and numb to the messages around diversity equity and inclusion?

Sometimes it seems like some individuals and organisations have switched off from messages on racial justice and racial equity. However, the challenges facing us are no longer just about diversity, equality and inclusion, they are much greater than this. Psychologists recognise that if you experience something enough times you can become numb and supress your feelings and responses.

I believe this also applies to work in the area of diversity equity and inclusion. When we feel like we are being bombarded with information on the lack of racial tolerance and differences and being told that we have to change both at an individual and organisational level, there is a danger we can stop responding to these messages. Indeed we can become numb to the suffering of those who are different and to the efforts being made to promote change in this area. Our brains can filter out the information and we can switch off from this. But at what costs? Events in the USA warn us of the dangers of racism and intolerance of differences and what happens when our sense of privilege and entitlement is left unchecked.

Empathy and compassion and fearing for the lives of others.

I woke yesterday morning to the news of the death of Police Officer Sicknick. I like many others had watched officers battling to maintain control of Capitol Hill against a mob who had invaded the building demanding that the USA election outcome be overturned. One particular video which caught my attention was of a black police officer trying to hold off the mob of protesters terrified for his life.

As I watched this black officer running away from the mob and then at times standing his ground and then having no option but to flee as he was outnumbered, my heart was in my mouth and I empathised for this black man and wondered why he was on his own. Where were his fellow officers? How must he be feeling in that moment?

As a black woman it was not difficult for me to empathise with him and to understand the fear and terror he must have been feeling as he was standing face-to-face with this mob who were most likely right wing extremists and intolerant of racial differences.

It reminded me of the film Roots which I had watched when I was very young which still gives me nightmares to this day when I remember scenes of black people being isolated, trapped and lynched. We talk about post-traumatic stress disorder and psychological trauma but no one can begin to understand the trauma that these two policemen would have suffered in those moments. Black or white they were Officers doing their job and being attacked in the process.

An attack on democratic values and way of life?

Watching CNN following the riots and attacks on Capitol Hill there was a discussion on how worried we should be and someone reflected that what’s at stake is our democratic way of life and our liberal values. They talked of the dangers posed by the right wing extremists who having defined the world in a certain way are outraged that people do not agree with their definitions.

“They want to deny everyone else their rights and those at the most risk are the marginalised groups or ethnic minorities.”

If we needed further proof, the work in the area of anti- racism has never been more urgent. Racism and intolerance impact on society; fear, anger and blame feed the monster. Diversity and Inclusion does not just relate to organisations and boards it affects us all and we need to realise what the risks are if we continue to dismiss the need for change in this area as not applying to us.

When we allow ourselves to be stuck in caves of privilege, safe from the injustice which affects marginalised groups we convince ourselves that Diversity and Inclusion is not our business. However if we do this long enough the damaging impacts are clear to see as we nurture and reinforce messages of superiority and entitlement. We nurture and reinforce messages of intolerance and believe the conspiracy theories we are told. The impact of these repeated messages affects us all (not just those who believe them) as we saw in the Capitol Hill riots.

Some will argue this was in America, it cannot happen here. However the truth is it can happen anywhere. Wherever senses of privilege and entitlement are left unchecked and where there is intolerance of difference and an eagerness to blame those who are different such as ethnic minorities.

Why our focus needs to be on more than just about diversity, equity and inclusion.

Yesterday I met with David Doughty and Shirley Wardell to plan the diversity and inclusion in the boardroom course which we are holding later this month. We had a long discussion around what makes an effective board. We explored the areas we hope to cover on the training programme including concepts such as creating a safe space, building bridges of empathy, coming out of caves of privilege and promoting diversity of thought.

Concerns have been raised around unconscious bias training and whether this really has an impact on changing beliefs and behaviours. Some MPs have argued against such training, protesting against being told what to think. I recognise that some people are numb to anti-racism training and that some consider training not to be the solution in promoting change in boardroom behaviours.

It became clear to me during our planning that after months of conversations around racial injustice there is a real danger the course can fail to catch people’s attention and its messages lost. It’s therefore important to really highlight why diversity, equality and inclusion is such a key focus which we all need to make our business and not turn away from.

Why should Board members make this course their business?

So let me take time to explain why this course is critical to the work that Boards need to start doing in promoting greater inclusivity. Whilst the focus of the training program is on diversity and inclusion in the boardroom what we are going to be covering is much more than this.

It offers board members the first steps in exploring the function of their board and in evaluating where they are in their efforts to foster change and promote greater inclusivity. However more than this, it provides support and challenge in exploring Board values, beliefs and behaviours in relation to racial differences.

We all know that racism is really about power and that if true change is to occur it needs to be at the structural and institutional levels. This is why working with Board members is critical to this work.

In the UK, the Charity commission has recently published the updated Charity Governance Code which includes revised recommendations on Equality Diversity & Inclusion (EDI) and Ethics –essential reading for all charity Chairs and Trustees. This further highlights the importance of work in this area.

So what does it take and what are the costs if we fail to do this work and achieve change?

With all the conversations and protests following the murder of George Floyd and now the attacks on Capitol Hill, some say this is a time for healing, however before the healing can begin, we have to do the work and this includes building bridges of empathy. We need to be able to put ourselves in someone else’s shoes like officer Sicknick’s shoes or the black police officer and imagine how they must have been feeling in those desperate moments as they tried to hold off the rioters.

We need to be able to talk honestly about trust and how we build trust in each other and across different racial groups. How can I be sure that my colleagues will support me and that they will have my back? Those are questions many who have experienced racism in the workplace have asked themselves.

It is only when we practise building bridges of empathy and promote an understanding of what it’s like for someone who is different that the healing can begin. We also need to be able to reflect on our negative automatic thoughts. We all have them and it is important to recognise these and consider their impact.

Posturing and position statements will not achieve the change required.

Currently, in some organisations there is a lot of posturing and pretending when actually the empathy and trust is not there. People and organisations put out position statements saying “racism has no place in our society” when their very practice is one of racism and intolerance of differences.

We need to be open and transparent and start talking about the failure of some organisations. We need to start naming and shaming organisations and celebrating those organisations and individuals who are doing the right things.

We need to stop posturing and pretending and playing at saying the right things. We actually need to start taking action and thinking about what we are doing.

Organisations need to recognise and accept that the work in the area of Equity, Diversity and Inclusion begins with honesty first and foremost and an acknowledgement of the complexities of racism. We need to put our hands up and admit when we've got it wrong. We need to admit our negative automatic thoughts and challenge ourselves and others to control these.

Commitment to change starts in the Boardroom with senior leaders having conversations.

There has to be a real commitment at the individual and organisational level if things are going to change and if we are to achieve true racial equity and racial justice.

This commitment has to start with conversations on race and speaking up and talking honestly about our experiences of differences whether we are black or white. This involves an understanding of emotional intelligence and an ability to explore the principles of empathy, compassion and belonging. Senior leaders need to find ways of building bridges of empathy, bringing different communities together, fostering belonging and shifting away from narratives of blame and racial intolerance.

However that is only the first step. The real work in achieving change starts after that!

The Diversity and Inclusion in the Boardroom course offers that first step in raising awareness and beginning the first step of the journey to admitting to ourselves that we haven’t always got it right and we need to do things differently. We need to challenge racial intolerance and prejudices. If we fail to act now scenes like the storming of Capitol Hill will become common place as we continue to create a society which is intolerant of difference, a society where ordinary families are radicalised and join with extremist groups who feel entitled by the colour of their skin and will stop at nothing to snatch power away from others.

As part of this training you will have the opportunity to complete the Six Stages Questionnaire which is a support and challenge developmental tool designed to promote an understanding and ability to deal with racism.

By Dr Shungu Hilda M’gadzah

Psychologist, Diversity, Equity and Inclusion Consultant.

Inclusion Psychologists Limited

Six Stages Framework.

[email protected]

Nasdaq emphasise importance of board diversity for 2021

 Diversity and Inclusion, Non-Executive Director News, Opinion  No Responses »
Jan 112021
 

At the end of last year, Nasdaq filed a proposal with the U.S. Securities and Exchange Commission (SEC) to adopt new listing rules related to board diversity and disclosure.

If approved by the SEC, the new listing rules would require all companies listed on Nasdaq’s U.S. exchange to publicly disclose consistent, transparent diversity statistics regarding their board of directors. Additionally, the rules would require most Nasdaq-listed companies to have, or explain why they do not have, at least two diverse directors, including one who self-identifies as female and one who self-identifies as either an underrepresented minority1 or LGBTQ+. Foreign companies and smaller reporting companies would have additional flexibility in satisfying this requirement with two female directors.

The goal of the proposal is to provide stakeholders with a better understanding of the company’s current board composition and enhance investor confidence that all listed companies are considering diversity in the context of selecting directors, either by including at least two diverse directors on their boards or by explaining their rationale for not meeting that objective.

It's not just box-ticking, research shows that diverse boards are better boards

As part of rationale for the new requirements, Nasdaq’s proposal presents an analysis of over two dozen studies that found an association between diverse boards and better financial performance and corporate governance.

Under the proposal, all Nasdaq-listed companies will be required to publicly disclose board-level diversity statistics through Nasdaq’s proposed disclosure framework within one year of the SEC’s approval of the listing rule. The timeframe to meet the minimum board composition expectations set forth in the proposal will be based on a company’s listing tier. Specifically, all companies will be expected to have one diverse director within two years of the SEC’s approval of the listing rule. Companies listed on the Nasdaq Global Select Market and Nasdaq Global Market will be expected to have two diverse directors within four years of the SEC’s approval of the listing rule. Companies listed on the Nasdaq Capital Market will be expected to have two diverse directors within five years of the SEC’s approval. For companies that are not in a position to meet the board composition objectives within the required timeframes, they will not be subject to delisting if they provide a public explanation of their reasons for not meeting the objectives.

“Nasdaq’s purpose is to champion inclusive growth and prosperity to power stronger economies,”

said Adena Friedman, President and CEO, Nasdaq.

“Our goal with this proposal is to provide a transparent framework for Nasdaq-listed companies to present their board composition and diversity philosophy effectively to all stakeholders; we believe this listing rule is one step in a broader journey to achieve inclusive representation across corporate America.”

Nasdaq will also introduce a partnership with Equilar, the leading provider of corporate leadership data solutions, to aid Nasdaq-listed companies with board composition planning challenges. Through the Equilar BoardEdge platform, hosting nearly one million profiles and the Equilar Diversity Network, and by leveraging existing services through the Nasdaq Center for Board Excellence, the partnership will enable Nasdaq-listed companies that have not yet met the proposed diversity objectives to access a larger community of highly-qualified, diverse, board-ready candidates to amplify director search efforts.

“This proposal and partnership gives companies an opportunity to make progress toward increasing representation of women, underrepresented minorities and the LGBTQ+ community on their boards,”

said Nelson Griggs, President of Nasdaq Stock Exchange.

“Corporate diversity, at all levels, opens up a clear path to innovation and growth. We are inspired by the support from our issuers and the financial community with this effort and look forward to working together with companies of all sizes to create stronger and more inclusive boards.”

Through this proposal and other corporate initiatives, Nasdaq seeks to make a positive impact in the global community by leveraging the scale of its operations and client network. In September, Nasdaq announced the launch of its Purpose Initiative, designed to champion inclusive growth and prosperity for all stakeholders. This effort will include the relaunched Nasdaq Foundation and initiatives through the company’s employee volunteerism and philanthropic programs and the Nasdaq Entrepreneurial Center.

Stakeholder Endorsements:

“Successful companies must cultivate diversity to fuel innovation and to thrive in today’s era of ongoing environmental, social and economic change. The technology industry is committed to promoting inclusivity at all levels to ensure that our economy remains robust and innovative. We support Nasdaq’s proposal to advance diversity throughout corporate America.”

– Linda Moore, President & CEO, TechNet

“By pushing its listed companies to address racial and gender equity in corporate boards, Nasdaq is heeding the call of the moment. Incremental change and window-dressing isn’t going to cut it anymore as consumers, stakeholders and the government increasingly hold corporate America’s feet to the fire. Nasdaq’s efforts to prod and push its listed companies is a welcomed and necessary first step. With increased representation of people of color, women and LGBTQ people on corporate boards, corporations will have to take actionable steps to ensure underrepresented communities have a seat at the table."

– Anthony Romero, executive director, American Civil Liberties Union

“Diversity of experience, gender, race, knowledge, and perspective means that a company is more capable of seeing the full picture, assessing risk and overcoming challenges with forward-looking, innovative solutions.”

– Michael Splinter, Chairman, Nasdaq

“When we embrace diversity, we are better equipped to serve our clients, employees, partners, communities and shareholders.”

– Charlene Begley, Director, Nasdaq

“Nasdaq’s diversity proposal marks a transformative moment in a larger movement toward greater representation of women and people of color in the boardroom and beyond.”

– Alfred Zollar, Director, Nasdaq

1 - An “underrepresented minority” is an individual who self-identifies in one or more of the following groups: Black or African American, Hispanic or Latinx, Asian, Native American or Alaska Native, Native Hawaiian or Pacific Islander or Two or More Races or Ethnicities.

Join us on Friday 22 January 2021 to discover the practical steps you can take towards increased diversity and inclusion in your boardroom

Diversity and Inclusion in the Boardroom - Video Course Friday 22 January 2021

 Diversity and Inclusion, NED Training  No Responses »
Jan 042021
 

Diversity and Inclusion in the Boardroom

A practical interactive video course for Chairs and Board members

If you are wondering how you can promote diversity and inclusion on your Board then the Diversity and Inclusion in the Boardroom 1-day interactive video course will provide you with an essential overview of what is involved together with practical steps that can be taken to help you to achieve a more diverse and inclusive board.

This course is aimed at Chairs and Board members in the private, public and voluntary sectors including NHS Trusts, Social Enterprises, Local Authorities, School and College Governors and Charity Trustees looking to reflect on the impact of current issues on racial equity and working in order to promote diversity and inclusion on their boards and in their organisations.

Who should attend?

Chairs and Board members in the private, public and voluntary sectors including NHS Trusts, Social Enterprises, Local Authorities, School and College Governors and Charity Trustees.

What to expect?

  • An overview of the core principles and essential knowledge about the impact of diversity and inclusion in society and on organisations.
  • Identification of the challenges faced by Boards in the area of Diversity and Inclusion and an exploration of the various ways in which Executive and Non-Executive Directors can contribute to these issues
  • Practical guidance on how Board members can make positive contributions to a board’s work by embracing diversity and diversity of thought

Course objectives

Participants will gain the fundamental knowledge / terminology to interact at Board level whilst considering the key impact of these issues on Boards and within organisations.

There will be opportunities to explore recruitment and selection processes, induction and how Boards can implement diversity and inclusion principles

Course Leaders:

Dr Shungu Hilda M’gadzah

Director & Lead Consultant Psychologist: Diversity & Inclusion expert and Educational Psychologist at Inclusion Psychologists Ltd with senior leadership experience and Board level leadership experience in the voluntary sector and public sector. Experience as senior leader in education at Head of Service level leading and managing multi-disciplinary teams. (linkedin.com/in/shunguhildamgadzah/)

Shirley Wardell

Thinking Environment Coach and Facilitator Trainer specialising in Leadership Development. A member of the Time to Think Faculty, qualified to deliver Nancy Kline’s Thinking Environment courses. Experience in Higher Education, mostly for the Leadership Foundation for Higher Education (linkedin.com/in/shirley-wardell-47b2467/)

David Doughty CDir FIoD

David Doughty - Chartered Director

Chartered Director and highly experienced Non-Executive, Chief Executive, Chair, Entrepreneur and Business Mentor. David has extensive executive and non-executive experience in small and medium enterprises in private and public sectors. He is also a board level consultant to multi-national organisations and a Chartered Director Ambassador for the Institute of Directors. . (linkedin.com/in/daviddoughty)

Key Details

Duration: 1 day
Location: Zoom Video Conference

Price
£350.00 (ex VAT)
Payment with Booking Price £320.00 (ex VAT)
Partner Discount Price
£295.00 (ex VAT)*

Book Now

To see course dates and to book your place now follow this link:
Course Registration

The fee includes a copy of the course handbook

Attendance counts as 6 verifiable CPD hours of structured learning

*Discounts on Excellencia course fees are available for:

Courses can be delivered ‘in-house’ to a single board – to find out more contact [email protected] or call 01437 731 161

 

Equality, Diversity & Inclusion in the Charity Boardroom

 Diversity and Inclusion, Opinion  No Responses »
Dec 302020
 

The recently updated Charity Governance Code includes clearer recommended practice in the renamed Equality, Diversity and Inclusion (EDI) Principle and sets out four stages of practice for charities in their EDI journey.

Boards should:

  1. Think about why equality, diversity and inclusion are important for the charity and assess the current level of understanding.
  2. Set out plans and targets tailored to the charity and its starting point.
  3. Monitor and measure how well the charity is doing.
  4. Be transparent and publish the charity’s progress.

So, how can charity trustees and in particular their Chairs tackle the four stages as a priority for 2021?

As a Chair of a registered charity and having worked with the boards of many charities on matters of Corporate Governance, I would like to suggest the following practical approaches that can be taken to help trustees on their journey to satisfy the four stages towards EDI compliance:

1.   Think about why equality, diversity & inclusion are important for the charity and assess the current level of understanding.

EDI should not be seen as a box-ticking exercise or an attempt to address historical racial injustices – from the point of view of a charity trustee, it should be focused on asking the questions:

  • how can we ensure that we are recruiting the best trustees, staff and volunteers?
  • how can we best understand and meet the needs of the communities our trustee has been set up to serve?
  • how can the board ‘set the tone from the top’ to ensure that the charity treats all its stakeholders with respect, equally and fairly in order that it can do the greatest amount of good in achieving its charitable objects?

In order to measure progress along the EDI journey, it is important to understand where the charity is now in terms of its current level of understanding of the issues involved and the barriers that may prevent equality, diversity and inclusion in the organisation.

This will involve discussion amongst the trustees and between the board and senior management and with staff and volunteers and may require training and facilitation, either internal or external, in order to produce a clear picture of where the charity is now in terms of EDI.

It is important at this stage to formulate a collective idea of ‘what good looks like’ and to manage the expectations of your key stakeholders.

Wherever you are starting your EDI journey it will involve change – increasing diversity means increasing difference and the board must recognise that if it is bringing potentially different people onto the board then it may well need to behave differently itself.

This requires a degree of self-awareness and possibly changes in terms of style and presentation to ensure that the board is truly inclusive. The whole point is to recruit trustees who will bring new ways of supporting and challenging the executives and fellow board members – this should be anticipated and welcomed by all the current trustees.

2.   Set out plans and targets tailored to the charity and its starting point.

A good place to start is the charity’s Articles of Association, or other constitutional document. It is good practice to review them regularly, say every 5 years, anyway but particularly when there is a change in the law or Corporate Governance Code.

By law, trustees must be appointed for a fixed period of time and your Articles will say how often trustees should be presented for re-election at the annual general meeting – typically one third of the board will resign each year and trustees will either seek re-election or new trustees will need to be recruited.

It is good practice to appoint trustees for an initial term of 3 years and they may then serve a total of 6 or 9 years on the board.

If you are thinking of refreshing the board to make the membership more diverse, then it is a useful starting point to know when your current trustees are due to retire – though stepping down from the board is not necessarily the end of a trustees’ involvement with the charity, there is still an opportunity to play an important role as an Advisory Board member, or, with particular importance to EDI, as a mentor to new trustees.

The next thing to look at is the skills of the current trustees to see if there are any gaps. Typically, charity trustees were recruited with a legal or accountancy background but these days, charities also need digital marketing, information governance and cyber-security expertise in order to be able to effectively challenge the executives.

Finally, it is a good idea to examine your recruitment adverts, your website content, particularly on the charity’s governance and where you are advertising for new trustees.

Often the language used in trustee vacancy adverts tends to be off-putting for various sectors of the community from which you are looking to recruit – think about any unconscious bias which may be present which may deter applications from anyone who is not comfortable with the language you are using in the text.

It is a good idea to try out the content with members of the communities that you are targeting and seek their opinion on the best ways to reach the intended audience.

One of the most common hurdles which must be overcome is the apparent lack of suitable candidates for new trustee appointments.

The 2017 research report, Taken on Trust, published by the Charity Commission found that

92% of trustees were white, 51% were retired, 75% were richer than average, and 60% had a professional qualification

– so adverts asking for previous trustee experience are unlikely to receive applications other than from the demographic highlighted in the report.

In order to search a wider pool of potential trustee talent, boards need to consider appointing associate trustees who can then ‘learn on the job’ – with the help and support of mentors who may will be the trustees that the new recruits are replacing.

Programs such as those run by Board Apprentice and the NHS NExT director scheme are a great way to expand the talent pool of diverse candidates for board positions.

By the end of this stage you should have a timeline and a clear set of actions. When it comes to setting targets, these should be set with regard to improvements in the board’s effectiveness and the charity’s performance and not numeric or percentage targets based on protected characteristics.

3.   Monitor and measure how well the charity is doing.

Organisational change is always difficult, particularly for a charity board of volunteer trustees – there will be some trustees who wholeheartedly embrace change, some who are indifferent and some who actively oppose change.

Difficult conversations will have to be had, especially when it comes to boardroom behaviours and there may have to be an early parting of the ways for trustees who are unwilling or unable to come to terms with the challenge.

Having engaged and involved stakeholders at the start of the journey it is important to keep them informed of progress at regular intervals. A board EDI program may also be run in parallel with one for the rest of the organisation and learning opportunities should be encouraged between the two.

Key to the success of an EDI program is building and maintain relationships with the communities from which you are looking to attract new trustees. There are a great many organisations, often charities themselves, who will welcome the opportunity to help you to make your board and charity more inclusive – they may also have a lack of diversity on their own boards so their may be an opportunity for reciprocal support.

The main message is: ‘don’t be afraid to ask’.

4.   Be transparent and publish the charity’s progress.

The opposite of a diverse and inclusive board is a secretive, exclusive mono-culture, of which, unfortunately, many examples can still be found. Transparency is key to ensuring that the EDI journey is seen as a genuine desire to improve the effectiveness of the board and the performance of the charity by engaging with and recruiting trustees from as wide a talent pool as possible.

Making good progress and being able to talk about the journey openly can be a source of competitive difference when it comes to winning scarce grant funding.

It is a virtuous cycle – getting the best people on board and as staff and volunteers, regardless of gender, ethnicity, disability or sexual orientation makes for a better charity which then enables it to meet the needs of the community it serves more effectively, which leads to enhanced reputation and funding.

2020 Charity Governance Code recommendations on Equality, Diversity & Inclusion, and Integrity

 Diversity and Inclusion, Opinion  No Responses »
Dec 242020
 

non-executive director

The recently updated Charity Governance Code, which sets out 7 principles of good governance practice for charities in England and Wales, includes clearer recommended practice in the renamed Equality, Diversity and Inclusion (EDI) Principle, and updates to the Integrity Principle to emphasise ethics and the right of everyone who has contact with the charity to be safe.

The 2020 update to the Code follows a rigorous consultation with the charity sector that involved user focus groups and received over 800 responses. With feedback particularly focused on the diversity and integrity principles, the Code’s Steering Group commissioned specialist EDI consultants to carry out further research and advice.

Rosie Chapman, Chair of the Charity Governance Code Steering Group said:

These improvements to the Charity Governance Code reflect changes in society and the broader context in which charities are working. The updated Code is designed to help charities adopt good practice and secure better outcomes for the communities they serve. We know that charities are at varying stages in their efforts to fully adopt the Code, including in achieving equality of opportunity, diversity and inclusion, and the updated Code is designed to help charities on this journey. We’ve also heard that charities and boards would like more guidance on how to improve their approach to EDI. In response, we are asking charity umbrella and infrastructure bodies to provide more guidance and support to charities, to help them meet the recommended practice in the Code.

The Code recommends four stages of practice for charities in their EDI journey. Boards should:

  1. Think about why equality, diversity and inclusion is important for the charity and assess the current level of understanding.
  2. Set out plans and targets tailored to the charity and its starting point.
  3. Monitor and measure how well the charity is doing.
  4. Be transparent and publish the charity’s progress.

Pari Dhillon, independent EDI consultant who advised the Steering Group on the changes, said:

As a governance and EDI fan, I’m very excited about the launch of the Equality, Diversity and Inclusion principle, for two reasons. Firstly, great EDI has the power to create social justice in our boardrooms, charities, sector and ultimately society. Secondly EDI practice sits at the heart of good governance, and I’d argue you can’t have one without the other. I say this because:

To maximise public benefit, boards must focus on achieving equality of outcomes through their charitable purpose.

To make better and more informed decisions, boards must be diverse, reflecting and centring the voices of the community and needs that the charity seeks to serve.

To make robust decisions, all board members must have the power to fully participate and societal power imbalances must be prevented from playing out in an inclusive board room.

Malcolm John, Action for Trustee Racial Diversity commented on the new EDI Principle:

I’m delighted that the updated EDI Principle picks up the mantra of Actions not Words by encouraging charities to focus firmly on agreeing plans, setting targets and monitoring their progress. I’m hopeful that this will help set charities on the path to achieving greater racial diversity at all levels by moving away from informal recruitment processes for trustees and committing time and resources to drawing from a wider and more diverse pool of people.

As part of the Code’s refresh, the Integrity Principle has also been strengthened to emphasise the importance of a charity’s values, ethical decision making and the culture this creates.

Rosie Chapman, Chair of the Steering Group explains:

We’ve also updated the integrity principle to reflect the importance of everyone who comes into contact with a charity being treated with dignity and respect and to feel that they are in a safe and supportive environment.

In particular, the Code includes new recommended practice on the right to be safe (safeguarding) that asks trustees to:

Understand their safeguarding responsibilities.

Establish appropriate procedures that are integrated with the charity’s risk management approach.

Ensure that everyone in contact with the charity knows how to speak up and raise concerns.

Charities are encouraged to visit the Code’s website to view and download the new edition of the Code. Explanatory videos and accompanying blogs can also be found on the website.

As any experienced business executive who joins a Charity Board as a Trustee knows, running a charity, especially in 2020, is a particularly challenging task. Charity Chief Executives should be able to draw on the widest range of skills, background and experience from their Trustees for support. EDI should not be seen as pandering to sentiment but as an essential requirement to ensure that Boards have the best people contributing to the governance of the Charity, regardless of gender, race, ethnicity or class.

Charity Trustees are, by and large, enthusiastic, unpaid, supporters of the cause that their charity serves but they should also ensure that they understand their role, duties and responsibilities - the updated Charity Governance Code is essential reading for all charity Trustees.