NEDs sharing wisdom from the boardroom

Professor Garry Hunt is a renowned International Space Scientist, business leader and non-executive director with over 50 years of experience spanning academia, government, and the corporate world. He began his career as a mathematician and atmospheric physicist, conducting groundbreaking research on space exploration of our solar system with major NASA space missions. Garry then transitioned to the business world, holding senior executive roles global FTSE100 companies. He has since served on numerous boards as a non-executive director since the 1970s, including for organisations in US, Europe and the UK. Garry continues to be an active NED, mentor, and advisor, working with entities ranging from major companies to startups and Government Departments and Agencies. In 2023, he was awarded an OBE for his contributions to space and business.

What advice would you give someone before stepping into their first boardroom role? 

The most important thing is to understand that your value as a board member comes from what you bring to the table, not your title or position. Too many people get elevated to board roles and start to see themselves as superior, unwilling to admit when they're wrong or listen to others. That's a recipe for failure.

As a new NED, focus on being part of the team and adding value through your unique perspective and experience. Be willing to challenge assumptions and ask difficult questions, but also to listen and learn from others. Don't be afraid to admit when you don't know something or when you've made a mistake - that's how we grow and improve.

I'd also advise new NEDs to get out and really understand the business, not just show up for board meetings. When I was on boards, I would regularly walk around, talk to employees at all levels, and even go out with teams to see projects firsthand. That gives you invaluable insights you'll never get from just reading reports.

How did you transition from an executive director to a non-executive director and how do you keep up to date and in 'good shape' as a NED?

My transition was perhaps unusual, as I began taking on NED roles while still in academia, long before I moved into executive positions in business. This gave me a unique perspective, as I was able to bring my scientific and academic experience to bear in the corporate world.

To stay sharp as a NED, I'm a firm believer in constant learning and engagement. I maintain a vast network of contacts across industries, academia, Government and geographies, and I'm always talking to people to understand new developments and different perspectives. I also make a point of mentoring younger professionals engaging with students. Discussions with my children and grandchildren are always invaluable to me.  You'd be amazed how much you can learn from the next generation.

Reading widely, attending conferences, and actively seeking out views that challenge your own are also crucial. As a NED, you need to be able to see the big picture and understand how various trends and factors might impact the business. That requires ongoing effort to broaden your knowledge and perspective.

What has been the best, worst, most challenging and most valuable thing you have learnt?

The best thing I've learned is the power of bringing diverse perspectives together to solve problems. Some of the most innovative solutions I've seen have come from getting people with very different backgrounds and viewpoints to collaborate.

The most challenging aspect has often been dealing with egos and entrenched ways of thinking, particularly in large organisations. Breaking down silos and getting people to truly work as a team can be incredibly difficult but also rewarding when you succeed. I have learnt so much from my academic career and working at JPL and NASA on major space missions over decades. This is real practical knowledge and experience, which you can’t get from a management course.

The most valuable lesson has been the importance of admitting when you're wrong or don't know something. Too many leaders are afraid to show any weakness, but true strength comes from being able to acknowledge your limitations and learn from others.

The worst experiences have generally involved seeing good ideas or important warnings go unheeded due to short-term thinking or political considerations. For example, the climate change predictions in the 70s and 80s by many of us in academia were largely ignored by policymakers at the time. We're now seeing the consequences of that inaction.

What is a strategic mindset and how would you describe a wise NED?

A strategic mindset is about being able to see the big picture and think long-term while still understanding the immediate realities and constraints. It's about connecting dots across different areas and anticipating how various factors might interact and evolve over time.

A wise NED, in my view, combines this strategic thinking with a deep sense of humility and curiosity. They bring valuable experience and insights to the table, but they're also always eager to learn more. They ask probing questions and aren't afraid to challenge assumptions, but they do so constructively and with respect for others' views.

A wise NED also understands the importance of culture and people, not just numbers and strategy. They recognise that the best plans will fail without the right team and organisational culture to execute them.

What do you do to step out of your 'echo chamber' to challenge your own thinking and broadening your perspective and mindset?

I make a conscious effort to engage with people from very different backgrounds and with different views than my own. For example, when I host round table debates, I deliberately mix people from diverse sectors - business, academia, arts, government - and with varying perspectives. The discussions that emerge are often fascinating and eye-opening.

I also try to read widely across different fields and stay engaged with developments in areas outside my immediate expertise. Attending lectures or conferences on unfamiliar topics can be incredibly stimulating and often provides unexpected insights relevant to other areas.

Travel and experiencing different cultures is another great way to broaden your perspective. Even if you can't travel physically, engaging with people from around the world virtually can be very enlightening.

What transferrable learnings and different perspectives could you take to the boardroom from your personal life?

One of the most valuable lessons I've brought from my personal life is the importance of true partnership and mutual respect. My wife and I have been married for 58 years, and her input and perspective have been crucial to my success. She reads everything I write before it goes out, and I deeply respect her judgment. This has taught me the value of having trusted advisors who will give you honest feedback, even when it's not what you want to hear.

My experience in community organisations has also provided valuable lessons. When you're working with volunteers or in a community setting, you can't rely on financial incentives or formal authority to get things done. You have to learn how to motivate people, build consensus, and achieve goals through influence and collaboration. These are incredibly useful skills in a boardroom setting as well.

What question would you like to ask a peer NED yourself?

I'd be very interested to ask other NEDs how they're grappling with the challenge of long-term thinking in a world that seems increasingly focused on short-term results. How do they balance the pressure for immediate performance with the need to invest in sustainability, innovation, and long-term resilience?

In conclusion…

The role of a NED is more crucial than ever in today's complex and rapidly changing international business environment in a technological world. It requires a unique blend of experience, strategic thinking, and personal qualities like humility and curiosity. As NEDs, we have a responsibility to challenge conventional thinking, bring diverse perspectives to the table, and help guide organisations towards long-term success and sustainability. We MUST admit when we don’t understand an issue – that is a strength. To pretend you do is a serious weakness and can easily lead to serious consequences.

Being a NED is a challenging role with a lot of responsibility, but also an incredibly rewarding one when done well.