What's your problem? Becoming a non-exec

I've been offered a non-executive position on the board of a large company. Will my entrepreneurial background leave me feeling out of my depth?

by Jeremy Bullmore
Last Updated: 26 Jul 2012

Q. I've been asked to join a board as a non-exec, the first time that this has happened. I'm flattered as I'm young but I don't feel that my entrepreneurial background would add much to this corporate behemoth. I'm also unsure about how I would feel working for such a large organisation. On the other hand, I think I would learn a lot from the experience. Should I turn this offer down and wait for another from a business I feel more comfortable with? My mentor says I should take it, but I have real doubts.

Jeremy says: I agree with your mentor: I think you should accept. At the same time, I fully understand your doubts. Being a non-executive director, particularly of an extremely large company, is an experience quite different from any you'll have encountered before.

You say you're unsure about 'working for' such a large organisation. Well, in one way you clearly would be, but in another you wouldn't. Non-execs are more usefully called independent directors - and that's what you'd be expected to be. Unlike the executive directors, you won't have to fall in line, at least in public, behind the CEO. You may believe that someone as young as you, and with an entrepreneurial background, would have little to add to such an established enterprise: but it's precisely those differences that presumably led to your being invited. Unless the board, entirely cynically, wants to recruit you simply for window-dressing (to bring the average age down or balance the sexes), you'll be expected to bring a refreshing - almost innocent - perspective to company strategy. So you needn't feel diffident when asking very basic questions - 'Can you please remind me why we're doing this?': that's precisely your role.

Some independent directors, anxious to demonstrate their worth, rather tiresomely use board meetings as a stage on which to show off. I'm sure you won't do that. But if you have a particular thought or suggestion that could potentially embarrass the executives if sprung on them without warning, it's usually a lot more helpful to raise it with the CEO privately beforehand. In return, you'll certainly learn a lot. I doubt if you'd learn nearly as much from a business you felt more comfortable with.

Jeremy Bullmore is a former creative director and chairman of J Walter Thompson London. His book Another Bad Day at the Office? is published by Penguin at £6.99. Address your problem to Jeremy Bullmore at: editorial@mtmagazine.co.uk. Regrettably, no correspondence can be entered into.

Find this article useful?

Get more great articles like this in your inbox every lunchtime

The ignominious death of Gordon Gekko

Profit at all costs is a defunct philosophy, and purpose a corporate superpower, argues this...

Gender bias is kept alive by those who think it is dead

Research: Greater representation of women does not automatically lead to equal treatment.

What I learned leading a Syrian bank through a civil war

Louai Al Roumani was CFO of Syria's largest private retail bank when the conflict broke...

Martin Sorrell: “There’s something about the unfairness of it that drives me”

EXCLUSIVE: The agency juggernaut on bouncing back, what he would do with WPP and why...

The 10 values that will matter most after COVID-19

According to a survey of Management Today readers.

Why efficiency is holding you back

There is a trade-off between performance and reliability, but it doesn’t have to be zero-sum....