Maureen Whilby describes herself as a people transformation specialist with a substantial background in management consultancy for FTSE 100 companies across many sectors. She has a portfolio of roles, as well as an Executive Director at Mersey Care Trust and an EDI specialist lead on the board, she is also on the board at Lancaster University and at the Bright Futures Academy Trust.
What did your journey into the boardroom look like? How did you make the transition from Executive to Non-Executive Director and how do you keep in ‘good shape’ for the boardroom?
I had very clear intentions when I embarked on my journey into the boardroom. However, it took a lot longer than I expected. I started with a few voluntary NED roles to gain experience while slowly building a portfolio career around my expertise.
I joined a few organisations like NEDA and enrolled on a governance course to prepare me for the legal responsibility you take on when joining a board. I went to seminars and worked hard at broadening my view and building my network.
What has been the best, worst and most valuable thing about being a NED?
The best is the variety of work and challenging myself to learn new things. But most of all I like working with a wide variety of people. It’s a great feeling to be able to share my experience in a mentoring and strategic capacity to help organisations fulfil their ambitions.
The worst is how to juggle your portfolio. Being a NED is a lot more demanding than I anticipated. I also underestimated how important it is to align yourself with the organisation you join. I had to step away from one of my roles early on, because I didn’t feel that what I brought was valued and taken onboard. So due diligence is important to do before you accept a role.
The most valuable learning so far is to not underestimate how valuable your experience and perspective can be to a board, and how much that has helped me build confidence in my capabilities.
NEDs are supposed to bring a strategic mindset and wisdom to the boardroom. What does that mean and how would you describe a wise NED?
A wise NED uses their experience to guide the company strategically. It's not just about having a background in the industry but knowing when and how to apply that knowledge to drive the company forward. It is about leveraging your history, not as a crutch, but as a compass—guiding discussions and being humble.
What do you do to step out of your ‘echo chamber’ to challenge your own thinking and broaden your mindset and perspective?
I enjoy broadening my horizons in all sorts of ways through learning a new language or immersing myself in a creative project. It helps me zoom out of the day-to-day activities and clears my mind. It also teaches me patience and how to look at problems from a different perspective.
What question would you like to ask a peer NED yourself?
What are the main challenges you have encountered as a NED and what is the key to navigate those?