On Thursday and Friday of last week, 25 aspiring non-execs from across the country gathered at the Anchor Trust offices in Covent Garden for an inspiring two days exploring good governance, the board dynamic, the skills they would need as non-execs, and took time away from their day-to-day commitments to examine where they were on their non-exec journeys and where they wanted to be.

From quizzing a variety of experienced non-executives, to being quizzed themselves in a series of mock interviews and application writing workshops, the participants left inspired and motivated, and raring to find new opportunities for themselves. The feedback we received for the programme was unanimously glowing, and we’re obviously delighted with how it turned out.

We’d like to say a huge thank you to all the contributors and participants for helping to make the programme such a valuable experience, and also to the Anchor Trust for the great venue.

If you’re interested in participating in the next About Time programme, we’re currently accepting applications for the next programme, which will run on the 25 & 26 March 2010.

I recently spoke with an experienced non-exec who said if she could bust one myth about the public appointments process, it was that you didn’t have to apply, but were appointed by a ‘tap on the shoulder’. Whilst some might think that applications to public appointments are through an old boys network, the fact is that all public appointments are advertised publically, and anyone can apply for them.

Whilst this myth seems relatively easy to bust, the actual appointments process is one that remains highly confusing for many people. The Common Purpose survey, Diversity of Representation in Public Appointments, conducted earlier this year, found many issues surrounding the application procedure for many respondents. Many found the forms daunting, and a real barrier to application, and several of those who had never applied for the process would welcome some clear guidance on how the application process works.

The Appointments Commission website contains some information about the different stages of the process, and directgov also has some useful advice. We’ve also detailed in a previous blog some tips for application success.

What advice would you give to someone puzzled by the application process? About Time aims to help overcome the barriers that get in the way of participation in public life, and your tips and advice could help someone make their first foray into a public appointment.

We asked 70 senior leaders to share their tips on enabling boards to make effective decisions. Here are some of them.

• Use all available knowledge and experience to make decision- is there another organization using this particular method/equipment/ policy. Can the board learn from others’ experiences?
• Don’t respond to operational pressure to make a decision- the board is responsible for doing what is best for the organisation overall.
• Take necessary time to make the decision – don’t rush into it
• Consider all decisions to be made in light of the organisations overall objectives – and be sure that any decision made contributes toward the over all achievement of the organisations objectives
• Where possible invite an executive with knowledge of the decision to be made to present the business case to the board
• Think strategically about financial implications of decision making
• Consider the implications of any decision and the impact it will have on the organization
• Be sure that any board member who may have a conflicting interest declares this and that the board then acts appropriately
• Collect together all the relevant information prior to the meeting of the board, so board members can read and prepare in advance
• Document the decision to be made and ensure a shared clear understanding of the issue.
• Be absolutely clear about the decision the board wishes to make.
• The board demand regular reviews of strategy to assess relevance of organizational objectives in a changing world; the board rigorously review their objectives to be sure they are ‘fit for purpose’

What would your top tip be? Share it with us in the comment box below.

University of Portsmouth Students’ Union (UPSU), a highly regarded Students’ Union, has an opportunity for three new voluntary Trustee Board Members to join its growing and ambitious organisation.

We offer services and support to students; ranging from representation, volunteering, media sports and societies. UPSU also operates a trading subsidiary including; shops, marketing and sponsorship, our total annual income is in the region of £1.5 million.

The organisation is managed by an experienced Senior Management team and has a positive and constructive relationship with its University, working towards a shared vision for a better student experience.

As a result of its recent governance review, and imminent registration to become a charity, UPSU is excited about welcoming new Board Members and believes this is a fantastic opportunity to make a real impact on the future direction of one of the UK’s thriving Students’ Unions. As a trustee, alongside the sabbatical and student trustees, you will have responsibility for the clear vision, mission and strategic direction of UPSU.

You will be joining 8 elected student representatives and one University nominated Trustee. We require people with expertise in relation to one or more of the following areas:

• Experience of working in the voluntary, social enterprise or not-for-profit sector
• Legal knowledge preferably charity law or company law.
• Knowledge of trusteeship and/or scrutiny and overview.
• Resource allocation including finance and/or human resources.
• Policy formulation or corporate strategy in a higher education environment if possible.

These positions are voluntary and unremunerated. Expenses will be paid in line with UPSU’s Trustee Expenses Policy.

If you would like to find out more, without any obligation, please call David Miles, CEO on 02392 843666 or email: david.miles@upsu.net

During a recent conversation with a highly experienced non-exec, with a varied portfolio of appointments and experiences across the sectors, she told me she had recently applied for a position that she had been surprised to not even be shortlisted for. Feedback suggested that her skill set did not match the skills required for the post. A closer examination of her application form revealed that whilst eminently well qualified for the post, the application form she had submitted had not highlighted her skills in a way that matched the person specification for the role.

So how do you start to assess your basic skills? Do you have a mental checklist of things you’re good at, and how these translate as transferable skills? How do you translate skills acquired through non-traditional roots into skills that are easily recognisable?

The About Time programme will help participants assess their own strengths and skills by using coaching interventions to help people analyse their experiences and areas of expertise. Other organisations rely on 360 feedback and psychometric assessment to help uncover personal and professional strengths and weaknesses. A quick browse of the web throws up countless websites to help you with your self-analysis.

What would your top tip be? If you’ve got any ideas on how someone could start to assess their skills, why not share them through the comments box below.

People have a whole host of motivations for taking on non-exec roles. For the curious a non-exec role can provide a great opportunity to see how different spheres and sectors operate, and to move in circles different to their full-time employment.

Others are passionately committed to their communities, and see a board appointment as a way of contributing and giving something back. Some feel things should be done differently, and take on a non-exec role to have a say in the decision making process. Some see it as a great outlet for the skills and expertise they’ve acquired in other areas, and others as a fantastic way to acquire some new skills and hone new ways of working.

Some non-exec roles come with levels of remuneration which is certainly a motivation for some, but a huge number, especially of local roles, are done on a wholly voluntary basis.

The Common Purpose survey asked what are the motivations behind your involvement in public life, 43% of respondents saw benefitting their community as the main benefit of holding a public appointment, and a further 37% felt that involvement would benefit society. This compared with 10% replying ‘developing my skills’, and 7% ‘enhancing my career’. These statistics suggests a engagement driven more by societal than individual outcomes.

What do you think? What were your main motivations in applying for and holding non-exec roles?