“ You don’t have to be an expert in any field to sit on a board,
but it is using your transferrable skills and building your confidence that is most important.”
Ann Mee is an experienced NED Chair and Board Advisor with extensive governance, audit, risk and Remco experience. Her boardroom career naturally unfolded from being a consultant for many years then being asked to be an advisor which ultimately led to her first NED role.
At present she holds a portfolio of NED and Chair roles across various sectors and global markets; Emerging Africa Group Asset Management, Stronghold Global Finance, Slater Heelis law firm and Redbarre Media. I asked her what the maximum of roles you should take on as a NED. She believes that seven positions are the maximum she will want to take on.
What useful advice would you give to someone who is just at the beginning of their boardroom career?
Be mindful that just because you get invited to take on a role, it does not mean that you should say yes. Once you step into the boardroom, you take on a huge legal responsibility and the most frustrating thing with being a NED is that you are not there to execute, but advise, guide, mentor and coach. It is the executive team that are in the driver’s seat, while you are stuck in the back of the car. Running the company is not your job. Offer constructive advice i.e. good governance and build relationships but it is not your job to tell executive what to do.
New and young boards don’t have governance experience so might expect more leading and guidance. My experience of working with early stage businesses where founders are also the CEOs often leads to these types of challenges. Being a brilliant founder rarely translates into being a great CEO, that is a very different job. My role here often ends up being around coaching the leadership team about good governance and less of actually doing my job as a NED.
How did you make the transition into becoming a NED? How do you keep up to date and on top of being in ‘good shape’ in the Boardroom?
After being consultant and interim group COO, CRO or CEO for many years, I did find it a steep learning curve to step back and not execute in my role as a NED. Also, when you have been in a company as a NED for a long time it is hard to keep a fresh view. I find it helpful to step out and take on a role as a Trustee or other Pro Bono role to get a distance and perspective.
To stay in shape I make sure I keep informed and updated with what is going on with current topics like ESG, DE&I, Industry and market specific trends etc. I find it really helpful to be part a members group for board members with great talks and events and where we also share and pass on learning within the network.
What has been your biggest challenge and the most difficult thing you have experienced as a NED and how did you overcome that? What is the most valuable thing you've learnt so far?
The best thing about being a NED is when you can make a difference and add value to the board, organisation and to the bottom line. The most enjoyable part is to watch the progress of some of the businesses I have worked with.
The worst is politics with a big P. When the boardroom becomes a playground with blaming and accusing, it makes you sometimes wonder in amazement. People are the biggest asset but also the most difficult to manage. I have noticed that women often use words like ‘we’ and ‘us’, whereas men say ‘I’ and ‘me’.
My biggest challenge was convincing a board to make a significant decision which I thought they should do. I was challenged by the board and the CEO,I struggled to get through the message. I had to ask difficult questions and feel confident enough to do so despite the resistance. If they had listened it might have saved them time and money.
My most valuable learning is to know that you don’t have to be an expert in any field to sit on a board, but it is using your transferrable skills and building your confidence that is most important.
NEDs are supposed to bring wisdom to the boardroom. What does that mean and how would you describe a wise NED?
Wisdom to me comes with skills experience and bringing that in the Board room like a “Silver Back”. You learn what works and what doesn’t work. But it is also how you deliver experience and knowledge. Be yourself that is where your wisdom, charisma and who you are is. Trying to be someone else doesn’t work, people see through that. Use it wisely to help rather than hinder.
What do you do to step out of your ‘echo chamber’ to challenge your own thinking and broaden your mindset and perspective?
I have a curious mindset and love learning new things. I don’t believe you have to follow traditional pattern of academic learning but to own your own learning and never stop.
I try to go behind the terminology like ESG, governance, risk mitigation etc to try and really understand what the drivers are behind, which is fundamentally human behaviour.
In terms of DE& I, we have a long way to go. I always challenge my own thinking by putting myself on the other side of table to understand different perspectives. I find it vital to regularly take time to reflect and also accept when I am wrong. It helps nurturing the humble side of me.
I am also a great advocate of exchanging experience and views between youth and elder. It helps you to look at things from a different perspective and build empathy, and make sure you have plenty of time for reflection.
I think our children are our best teachers. I remember when my daughter interrupted me as I was describing what business strategy is. She said ‘can you please speak to me in simple terms so that I understand’. Know your audience and speak so they can hear what you say and don’t hide behind complicated language.
What transferrable learnings and different perspective could you take to the boardroom from your life outside your work and professional life?
Most of my transferrable learnings are through all the conversations I have with friends, family and business associates and people I come across throughout my life. I learn how to get people engaged and by listening, adapting conversations to each. It helps me bring a compassionate mindset when I step into the boardroom, which is great for building bridges and creating better quality conversations.
What question would you like to ask a peer NED yourself?
A personal question I would like to ask is ‘how should I position myself to be considered for a board role at an Aim listed or FTSE100 company. What do I need to learn?’
You will find all published interviews at www.nedaglobal.com. If you like to take part in this interview series yourself, please contact marie.ekerholm@nedaglobal.com.
The Non-Executive Directors’ Association (NEDA), is a professional Association that develops and promote competent NEDs throughout their boardroom career with the right skills, knowledge and mindset. To find out more how we support our members to stay up to date through certified training, insight updates, coaching, networking and more, please go to www.nedaglobal.com