When I tell my children I have joined a Board, they make fun of me – they say, ‘is it to get bored!’. Well, it is too late now, I have taken the dip, so here’s my (hopefully) not so boring story!

The MLA is the Museums, Libraries and Archives Council, a strategic body for the sector, giving advice, setting best practice guidelines and standards, and also providing leadership tools and support. I had previously come into contact with the MLA Board and its activities, and was very impressed by its goals and ambitions – they had given their precious time to go on a Diverse Ethics Culture Tour of London, and enjoyed it very much. In November 2009, Subnum Hariff and I were formally interviewed and appointed on its first Board secondment scheme, as Non-Executive Directors for the calendar year 2010. The Chairman of the Board is Sir Andrew Motion, and the Chief Executive is Mr. Roy Clare, CBE – both of whom are major champions of diversity. This is an excellent scheme as it gives me mentoring and support, and a chance to understand the Board and see how it works. I have already had a fantastic two day orientation at their head offices about the work of the MLA. My mentor on the Board is Yinnon Ezra who is also a trustee of the Heritage Lottery Fund. My buddy on the staff is Isabel Wilson – a most helpful and creative soul.

Being a board member is not a full time role, but oddly, I think about this work every day. The board is excellent at communication, so I get at least one email a day about something or the other – decisions taken by the Executive Board, press coverage about the sector, new reports which have been published, etc.

I have been very active in my Jain community all my life, and am passionate about public service. I have also led and created many institutions from scratch. I also have professional qualifications, and have worked in large professional organisations of international fame. I am on the National Council of Faith & Belief in Further Education, and this has given me very valuable training in the operation of advisory Councils. However, I have never been at the nub of a large professional charity or public body, well endowed to provide a skilled service with skilled professional staff, helping shape its thinking and strategy. Here is my golden opportunity.

This Board opportunity is the first time that I am able to combine both, my passion and experience of public service, with my professional expertise, at a senior leadership level in a national body. At the same time, I see a lot of enthusiasm in my appointment – there is a genuine desire to seek my expertise and listen to my views and perspectives. I was really overwhelmed that so early on, my suggestion to have a Board meeting at the Jain temple complex in London during the Ayambil Festival was accepted – they are going to come to ‘my’ culture and community, to discuss matters of national strategy for the sector. This is a huge symbolic gesture of the MLA’s commitment to diversity and will also really inspire members of the Jain community and help start a bridge.

Initially, the task of joining a Board is daunting. A lot of homework needs to be done to familiarise oneself with the new organisation, its core activities and its goals and aspirations. I was fortunate in that in the design of this secondment scheme, there were two days of orientation where I met key staff and visited some Museums, Libraries and Archives in Birmingham, where the Board is based. This was really helpful indeed. Then when I got the first set of papers for the Board meeting, I was able to understand the jargon and relate to the critical concerns and issues. It still did take a long time to read and re-read them to get a sense of the priorities and strategies. I have just had my first Board meeting, and must say that everyone was very welcoming and hospitable, there was another small orientation and introduction session to the Executive Board and the Chairman in the morning, and a chance to meet the other new recruits and observers. At lunch, we had an opportunity to socialise with the new Board. I have been allocated a Board mentor and a buddy which is really excellent for breaking us into the organisation. My mentor Yinnon Ezra has kindly invited me to Winchester, where he is head of Cultural Services for the County Council and will also organise a guided tour for me to visit local museums and libraries. A treat indeed! Subnum has also very kindly invited me to Bolton where she is a Manager in Library and Youth services.

Personally, when I see advertisements for Board opportunities, so many of them start with the requirement that one needs to have significant senior management experience, and this is usually a killer for ethnic professionals, because in the UK, we rarely have this opportunity because of the glass ceilings. However, in truth, this is not what is required – more an awareness and appreciation of the context of large organisations, and their methods of operation. Also a little self-confidence and self-belief in questioning a large professional group helps. An educated professional, given the commitment and dedication and the proper initial orientation, can pick this up very quickly. Then they can make a real and diverse contribution.

And we will have something useful to contribute. Here are some examples:

• The Executive Board are steeped in their day to day work and targets and priorities. It is therefore not easy for them to have overviews, and also see similarities in their problems with other sectors or wider public agendas. As non-executives, we are distant from the day to day, and therefore can see the same problem with fresh eyes and also bring new perspectives. It is not about being more or less intelligent – it is about being different. And coming from a different culture also helps enhance this difference, and also the potential quality of your contribution.

• As public citizens, we use public services all the time, and have grassroots experience as users. This perspective is very important because ultimately, all public services are aimed at the public and need to fulfil their needs and aspirations. So do express these views in the Boardroom as it helps give checks and balances to the work. It should also mean that the challenges should help the organisation and its achievements become more robust in the long run.

• Good boards should welcome challenge and critique, otherwise, for the Executives, it is like a ritual with not much meaning. I am fortunate that the MLA welcomes our input and is open and welcoming to challenge.

I also see a very large learning opportunity ahead – of how Board’s work, the critical issues facing the sector, and how the MLA can reach out into various ethnic communities throughout the country. It will take up my time, and already individual staff and executives are seeking my guidance, which I am happy to provide. I think that Britain has a great public service culture and profession, and there is much that diverse peoples who themselves have strong public values, can learn from and contribute to. Joining a Board is a small step to a Big Opportunity for personal growth and development, and for building bridges between ethnic communities and the public sector in Britain. I owe a huge debt to Common Purpose and About Time for helping me onto this path, by carrying me on their shoulders and showing the map and directions – people like Rajinder Bhuhi, Adirupa Sengupta and Amy Ritman are angels who open new channels of light and wisdom. I encourage everyone to Go for it and Grow through it, hopefully helping make this world a little better than when we found it.

This morning at breakfast, my eleven year old son was most curious about my first Board meeting – so what exactly did I do, what was my experience like, and who did I meet. Maybe he is already preparing to get on Board….. Any takers for eleven year-old board members!

Dr. Atul K. Shah is a writer, speaker, consultant and broadcaster, and founder of the internet portal www.diverseethics.com

Tags: about time, board opportunities, common purpose, good governance, MLA, public appointments

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.

Tags: about time, common purpose, good governance, non-execs

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.

Tags: about time, appointments commission, barriers, common purpose, public appointments

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?

Tags: common purpose, non-execs, public appointments

So why is diversity so important in board appointments? Respondents to a Common Purpose survey on diversity of representation in public appointments, felt that it was of vital importance that boards be composed of individuals from a diverse range of backgrounds, sectors, ethnicities, different genders, political persuasions, experience and sexuality.

Diverse boards, respondents wrote, would be
• better at making decisions,
• more open to innovation and creativity, and
• have a better understanding of the challenges and opportunities they faced

To be effective I believe boards need to reflect the diversity of the societies they are representing, giving them not only an understanding of different cultures, but also an appreciation of difference. This would also lead to increased community cohesion, more positive role models for those in less represented groups, and an increased confidence in agencies and the public sector as a whole.

And the government clearly agrees, with the recent announcement of diversity targets in public appointments. Harriet Harman, Minister for Women and Equality, recently announced a cross government drive to increase the number of women, black, Asian and minority (BAME) ethnic people and disabled people on the boards of public bodies. The aim is that by 2011, 50% of new appointments will be women, 14% will be disabled people and 11% will be ethnic minorities, bringing the boards of public bodies inline with the demographic make up of the UK.

But does this go far enough? Should the targets extend to making sure national boards are well represented with individuals from across the country and with people from different ages and different socio-economic backgrounds? And how do we make sure that there is a pool of talented people ready and waiting to apply for these public appointments as they become available.

Whilst these targets have been welcomed by some, others will feel that targets may not be the appropriate way to make sure boards are diverse. Should people be chosen wholly on their minority status? How can we make sure that the best person is picked for a board appointment, based on skills and talent? How can we make sure that diversity of representation becomes a reality?

What else could we be doing to make these figures real? Do you think that targets are the best way of ensuring board diversity?

Tags: common purpose, diversity, public appointments, targets

There are over 18,500 public appointments in the UK. A large number of these are often vacant, and because of this, their important functions of regulation and governance don’t always work as well as they could. A full board, with the full quota of voices speaking and being heard will be better equipped to cope with the challenges they are facing than a half full one.

Did you know, for example, that out of 300,000 school governor posts, there are currently 40,000 empty chairs at governors meetings?

A recent survey by Common Purpose, an international leadership development organisation, indicated that whilst only one third of those surveyed were aware of any public appointment opportunities, a huge 92% said they would be interested in holding a public appointment in the future. You can read the report here.

So there is interest, and people who want to take part, but what is stopping them standing up and applying for these posts? Why is it when so many people want to get involved, there are so many vacant posts? What are the barriers and how can we start to break them down?

Tags: barriers, board opportunities, common purpose, vacancies