10 December 2025
Firstly, you’re right to give pause for thought. The role of a non-executive differs from that of an executive and as such, it is important to think carefully about those distinctions as you embark on your journey to becoming a NED. With that in mind, I’d suggest following the advice of portfolio NED Nicolina Andall, who suggests that prospective NED’s first get themselves a ‘NEDucation’. Think about attending a course or seminar; various companies and professional bodies offer short courses (often 1-2 days), and various courses and resources are also available for free online.
You can do as many of these as you like, and it’s a great way to start building up your knowledge as you look to transition from executive to non-executive. Remember the age old adage: Knowledge is power.
Once you’ve secured an interview, you’ll want to make sure you build a sound understanding of the organisation and its wider context. What are the biggest challenges it faces? Where does it sit within the broader sector ecosystem? With that in mind, be sure to research the organisation thoroughly, as you would for any other interview. It’s likely you might be asked to outline some of the key challenges and opportunities facing the organisation. That much is obvious, I hear you say? Alas, you would be surprised how many people I have interviewed for NED positions over the years who seem to have scarcely looked at the company’s website beforehand.
Utilise as many online sources as you can, and make sure you take a good look through the organisation’s website, recent annual reports and accounts. Make sure you know the basics: mission, vision, strategy, financial performance, major risks, and competitors. Familiarise yourself with its governance structures including the board composition, committees, recent appointments, and key executives. If you’re interviewing for a role in a regulated industry, it’s also worth having a look at the regulator’s most recent reports and findings. It’s worth noting that Companies House / the Charity Commission will usually provide links to recent reports and financials: you’d be surprised how many people forget to look at these! If it’s a role in the NHS, these are normally available on the Trust’s website.
Next step is to make sure you are up to speed with the wider sector and context. One tip is to search for relevant news articles. Have a look at relevant sector-wide bodies and think tanks, and utilise different online sources for a deeper understanding of what’s going on across the sector. What are the current topics of discussion? Are there any funding challenges or ongoing regulatory issues you should know about?
Another thing to think about in advance is your motivation for applying to join that particular organisation. Think about why you’d like to join the board there, as oppose to one of is competitors or peers. Sit down in advance and mull how you would answer a question around your motivations, because I guarantee you will be asked. Again, obvious you would think. And again, you would be surprised by how many candidates have given little thought to that question in advance, and answered simply with ‘because you approached me about it’…
The next thing to think about is refining your Board expertise. As a NED, your credibility comes from judgement, independence and strategic insight, not operational detail. You could be asked to describe a time when you have worked with multiple stakeholders with conflicting opinions and helped them come to a consensus. Perhaps you’ll be asked about a time when you’ve had to make a difficult strategic decision with limited information. These are examples, but should give you an idea of the sorts of areas to be thinking about in advance. Make sure to plan some STAR examples relating to your experience – that is, Situation, Task, Action, Result.
If the role entails additional committee responsibilities, for example Audit and Risk or Remuneration, it’s worth reflecting on these skill sets. Think about examples you can draw upon that demonstrate your insight into these areas. Remember, you’ll need to draw on your experience from your time as an executive, but you don’t want to sound like an executive. That can be a tricky balance.
Language can make a big difference and help to convey this: you do not want to be presenting as an operator, but as someone providing oversight and challenge, through soft power. Answers should convey your ability to influence through questions, credibility, and constructive challenge.
Ultimately, preparing for a NED interview is about demonstrating that you can think and operate strategically, independently, and with sound judgement. It’s also about showing you have sufficient passion and motivation to join the organisation at hand. And finally – it’s worth admitting you will have things to learn. If you can be open about the learning curve, and if you’ve taken the time to understand the organisation and wider sector, reflected on how your experience could add value, and prepared examples that show how you contribute in a governance setting, you will walk into the interview with confidence.
Highlights from the NED Exchange Event: Mastering the art of public sector board leadership | AQ
Elyse has several years’ executive search experience and has played a key role in identifying candidates for key senior positions across the Not for Profit and central government sectors. She joined Anderson Quigley in 2019, prior to which she worked for one of the largest UK-based headhunting firms in their Not for Profit practice. Recent successful executive and non-executive appointments that Elyse has worked on include: Chief Executive, Royal National Institute for the Blind; Chief Executive, Treloar Trust; Chair and Trustees, Whiteley Homes Trust; Director of Research, Prostate Cancer UK; Chief Executive, NACRO.
Before her career in executive search, Elyse worked for various charitable organisations (primarily in fundraising positions). She holds a BA in History from the University of Southampton as well as a Masters in Decorative Arts from the University of Buckingham.
You can email her at elyse.turner-pearce@andersonquigley.com or connect with her on LinkedIn.
