New Non-Executive Director programme to include workshops delivered by some of the UK’s most senior company executives
The University of Edinburgh Business School has launched a new programme to accelerate executives’ development and propel them into the boardroom.
Developed in partnership with executive search and selection firm FWB Park Brown, the new experiential course has been designed to give participants an insight into what it’s really like to be a non-executive director.
The Non-Executive Director (NXD) programme will cover topics including the audit committee, managing boardroom dynamics, understanding conflict and gaining influence, the remuneration committee and the role of a NXD in a crisis.
During four intensive evening sessions between September and December 2017, the programme will include in-depth cases and workshops delivered by some of the UK’s most senior company executives:
• Gary Hughes, Chairman, Audit Committee, Booker Group plc
• George Elliott, Chairman, Craneware plc
• Isobel Sharp, Non-executive Director, IMI plc
• Crawford Gillies, Chairman, Remuneration Committee, Barclays plc
• Ian Marchant, Chairman, The Wood Group plc
Leading the sessions with FWB Park Brown’s Judy Wagner, the Business School’s Professor John Amis will introduce participants to some of the latest concepts and theories underpinning modern leadership practices.
Amis said: “A perennial challenge in boardrooms across the country is bridging the gap between technical, functional experience and the unique skills required to play an effective role in organisational leadership.
“With this programme, we are working to address this by giving executives the chance to share experiences and learn, hands-on, from those who’ve steered some of the country’s most influential boards as chairs and NXDs.
“We’ll also be providing some understanding of leadership, with focused, intensive introductions to cutting edge theories and research.”
Wagner said: “We wanted to provide a course that is a real forum for learning and development, something that is based on the real-life experience of some our most experienced chairs and directors.”
“If a chief executive is being particularly difficult over his remuneration how do you deal with that?”
“These are the types of questions that remuneration committee, in reality, have to deal with and we wanted a programme that would prepare you for that.”