7 April 2025
Helene Usherwood was recently featured in this d&i Leaders article, discussing the benefits of cross company mentoring and how “organisations are reaping the benefits of pairing up participants from entirely different businesses. They’re finding this supercharges the benefits of mentoring in a number of ways: both parties can garner fresh perspectives, they can feel safe discussing issues without fears of disrupting ‘office politics’, and lessons learned can be applied back in their own organisations.”
“Helene Usherwood, senior partner at recruitment firm Anderson Quigley, has been involved in setting up the NED Exchange, a series of events where non-executive directors can meet with prospective NEDs or future leaders and find out more about what’s involved. This often leads to mentoring relationships between individuals of different levels of seniority, across the private and public sector, and with vastly different professional and life experiences. “There are often similarities but there will be differences in their approach. Pace and method come into it, and understanding different perspectives,” she explains. Mentoring relationships work well if they are for short periods of time (maybe 12-16 weeks), or last for the duration of a specific issue or project, she adds. “There need to be boundaries in place, and mentors or mentees can write down what they’re looking for from the relationship if that’s helpful. It’s also useful to think about what will happen after the mentoring activity stops – how will the mentee bring their learnings into their daily work life? Also, how they will pay it forward if they have had a good mentoring experience,” Usherwood says.”
With over 20 years’ headhunting experience, Helene Usherwood has been appointed to senior roles within the arts, health, and education fields as well as central and local government. Joining Anderson Quigley in 2018, Helene has established and continues her work specialising in the appointment of executive and non-executive directors in the NHS covering acute, ambulance service, primary care, mental health, and regulatory bodies as well as national organisations and Royal Colleges.
In addition to her work with NHS Trusts, Helene has established Anderson Quigley’s Board Practice, working across all sectors to appoint Chairs and Non-Executive Directors. She has developed excellent networks across the public and private sectors to encourage greater levels of diversity around the Boardroom table. As well as providing bespoke services, advice and guidance to her clients and candidates Helene is highly motivated to provide careers advice and guidance to individuals, especially to those who have not previously considered a non-executive opportunity before but whom have unique insights and skills to offer.
