Despite some of the bad publicity about risks versus rewards and the increasingly onerous responsibilities associated with being a non-executive director, it is still a worthwhile thing to do.
There are also many skills you will need to be an effective non-executive director, these include:
A lot of the above skills could be termed ‘softer’ skills. Being a non-executive isn’t all about business knowledge and expertise. As a non-executive director you have collective responsibility for decisions made by the board without having any direct control over the management team. It is therefore even more important to be able to understand the motivations and agendas of other people, to listen and read between the lines, and to be able to persuade, cajole and manipulate rather than direct.
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