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    Valeant Pharmaceuticals announces Robert Ingram as Chairman of the Board alongside Mike Pearson as CEO

    Talent4Boards – Great Talent builds Great Boards

    – CANADA, Laval – Valeant Pharmaceuticals International, Inc. (NYSE: VRX) (TSX: VRX) today announced that J. Michael Pearson returns as Valeant’s chief executive officer following his recovery from severe pneumonia and other complications, effective immediately. Howard B. Schiller, Valeant’s interim chief executive officer, will transition out of his current duties but will continue as a member of Valeant’s Board of Directors.… => more

    Valeant Pharmaceuticals announces Robert Ingram as Chairman of the Board alongside Mike Pearson as CEO

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    Non-Executive and Trustee Roles: Non-Executive Director

    How to become a NonExecutive Director – Bristol 15 March 2016 @ Orchard Street … NHS Trust – United Kingdom · Green Park: Non Executive Director … NonExecutive Director Recruiter: First Flight Location: Hertfordshire Salary:. […]

    The Taiwan Fund proposes election of Shelley Rigger to its Board of Directors

    Talent4Boards – Great Talent builds Great Boards

    – USA, NY – The Taiwan Fund, Inc. (NYSE:TWN), announced today that the Board of Directors of the Fund has nominated Ms. Shelley Rigger for election as a Director at the Fund’s upcoming Annual Meeting of Stockholders on April 21, 2016.… => more

    The Taiwan Fund proposes election of Shelley Rigger to its Board of Directors

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    Olin announces John Fischer to the Board of Directors as new CEO alongside Joe Rupp as Chairman

    Talent4Boards – Great Talent builds Great Boards

    – USA, TN – Olin Corporation (NYSE: OLN) announced today that John E. Fischer, Olin’s President and Chief Operating Officer, has been elected by the board of directors to succeed Joseph D. Rupp as Olin’s President and Chief Executive Officer, effective May 1, 2016.… => more

    Olin announces John Fischer to the Board of Directors as new CEO alongside Joe Rupp as Chairman

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    South Staffordshire and Shropshire Healthcare NHS Foundation Trust: Non

    NonExecutive Directors. c5 days per month £16,805 pa. South Staffordshire and Shropshire Healthcare NHS Foundation Trust, is a successful and … […]

    Kent and Medway NHS and Social Care Partnership Trust – 2 Non-executive Directors

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    Ref: S1104

    There are two Non-executive Director vacancies on Kent and Medway NHS and Social Care Partnership Trust. These are exceptional opportunities to share your talents and expertise to make a positive difference to the lives of people in your community.

    Essential criteria

    Candidates will need to have a genuine commitment to patients and the promotion of excellent health care services. They will have experience gained within a large complex organisation in one of the following areas:

    • Senior clinical experience gained within an NHS or independent sector setting. The successful candidate will Chair the Quality Committee
    • Board level experience gained within the private or public sector, ideally with experience of transformational change

    Board level behaviours

    The NHS Leadership Model describes nine behaviours which together contribute towards strong and effective NHS leaders. If you are invited to interview, you will also need to demonstrate the range of behaviours required to contribute effectively in this board level role:

    • Inspiring shared purpose – create a shared purpose for diverse individuals doing different work, inspiring them to believe in shared values so that they deliver benefits for patients, their families and the community
    • Leading with care – understand the underlying emotions that affect their team, and care for team members as individuals, helping them to manage unsettling feelings so they can focus their energy on delivering a great service that results in care for patients and other service users
    • Evaluating information – are open and alert to information, investigating what is happening now so that they can think in an informed way about how to develop proposals for improvement
    • Connecting our service – understand how things are done in different teams and organisations; they recognise the implications of different structures, goals, values and cultures so that they can make links, share risks and collaborate effectively
    • Sharing vision – convey a vivid and attractive picture of what everyone is working towards in a clear, consistent and honest way, so that they inspire hope and help others to see how their work fits in
    • Engaging the team – promote teamwork and a feeling of pride by valuing individuals’ contributions and ideas; this creates an atmosphere of staff engagement where desirable behaviour, such as mutual respect, compassionate care and attention to detail, are reinforced by all team members
    • Holding to account – create clarity about their expectations and what success looks like in order to focus people’s energy, give them the freedom to self-manage within the demands of their job, and deliver improving standards of care and service
    • Developing capability – champion learning and capability development so that they and others gain the skills, knowledge and experience they need to meet the future needs of the service, develop their own potential, and learn from both success and failure
    • Influencing for results – are sensitive to the concerns and needs of different individuals, groups and organisations, and use this to build networks of influence and plan how to reach agreement about priorities, allocation of resources or approaches to service delivery
    • Championing the standards of public life – uphold the highest standards of conduct and displaying the principles of selflessness, integrity, objectivity, accountability, openness, honesty, and leadership

    For more information about the NHS Leadership Academy’s Healthcare Leadership Model visit http://www.leadershipacademy.nhs.uk/discover/leadershipmodel/

    We value and promote diversity and are committed to equality of opportunity for all and appointments made on merit. We believe that the best boards are those that reflect the communities they serve.

    We particularly welcome applications from women, people from the local black and minority ethnic communities, and disabled people who we know are under-represented in chair and non-executive roles.

    Key dates

    • Closing date for receipt of applications: 11am on 30 March 2016. Please forward your completed application to public.appointments@nhs.net
    • Preliminary interviews – Long-listed candidates will be invited for a preliminary interview with Robin Staveley, Partner, from GatenbySanderson. To facilitate this, we will share your application form with GatenbySanderson. Feedback from these interviews will be given to the panel. If you wish to discuss your application please feel free to contact Robin on 0113 205 6076 or robin.staveley@gatenbysanderson.com
    • Interview date: Mid-April 2016
    • Start date: 3 May 2016

    Getting in touch

    • With the Trust – For an informal and confidential discussion with Andrew Ling, the Chair of the Trust regarding the role, please contact his PA, Helen Crook on 01622 724126.
    • GatenbySanderson are helping us to identify potential candidates, if you would like a confidential discussion about the role contact Robin Staveley, Partner on 0113 2056283 or robin.staveley@gatenbysanderson.com
    • With the NHS TDA – for general enquiries contact Miriam Walker on 0300 123 2059 or by emailing miriam.walker@nhs.net

    For information about the Trust visit their website: www.kmpt-appointments.com

    S1104 Information pack (PDF 538KB)

    S1104 Monitoring Form

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    Independent Member of Council – Buckinghamshire New University

    Independent Member of Council – Buckinghamshire New University

    Buckinghamshire New University – Independent Member of Council Would you like to help drive the University through the next phase of its development? Buckinghamshire New University has an ambitious programme of growth and redevelopment and it is seeking exceptional candidates to join its governing body, the Council from 1 August 2016. As a member of […

    The post Independent Member of Council – Buckinghamshire New University appeared first on NEDworks.

    […]

    University of Lincoln: Appointment of Independent Members of the Board of Governors

    Appointment of Independent Members of the Board of Governors Recruiter: University of Lincoln Location: Lincoln, Lincolnshire Salary:

    The post University of Lincoln: Appointment of Independent Members of the Board of Governors appeared first on NEDworks.

    […]

    Boston Scientific announces Ellen Zane to its Board of Directors alongside CEO Mike Mahoney as new Chairman

    Talent4Boards – Great Talent builds Great Boards

    – USA, MA – Boston Scientific Corporation (NYSE: BSX) announced today a number of changes to the leadership and membership of its Board of Directors.

    Pete M. Nicholas, the company’s co-founder and chairman of its board, has announced that he will retire from the board at the 2016 Annual Meeting of Stockholders in May.… => more

    Boston Scientific announces Ellen Zane to its Board of Directors alongside CEO Mike Mahoney as new Chairman

    […]

    Expert Interview: Benjamin Chilcott

    Benjamin Chilcott currently sits on three boards as a non-executive, so we asked him what expectations are placed upon him in his NED roles and how he balances his portfolio career. If you are interested to get a some personal insight into these aspects of a NED role, read on!

    He is: Non-Executive Chairman at yReceipts, a SaaS product aimed at the retail market which enables retailers to capture SKU and customer data at till and share it within their ecosystem (yreceipts.com); Non-Executive Director at Matchpint, a really interesting platform designed to drive consumers to pubs – both by highlighting sports being shown and offers (matchpint.co.uk); and Non-Executive Director at Skiplex, an indoor skiing concept with a giant treadmill slightly bigger than a squash court (skiplex.co.uk)

    1) What was the critical step you took to being offered your first non-executive director role?

    The first non-exec role I took was in Skiplex – I helped them to raise money and because of that the CEO / Founder asked me to join the board. I was surprised to be asked. Though I’d already sold a business I’d founded and sat on the board of the company that bought us, I didn’t see myself as being either “old enough” or having the ability to balance the portfolio

    2) What expectations have you found to be placed upon you as a non-executive director, especially in relation to when you first start and then as your role progresses?

    In some ways not enough. The main thing I’ve done for Matchpint and yReceipts has been introducing them to potential clients / partners / investors. As well as trying to be a calming influence in tough times. As a general rule though I think they should demand more of their NEDs – too many board meetings are just reporting from the CEO and comments from NEDs. Most of that should be pre-read and the board meetings should be about growth or real help where it is needed.

    The more senior I’ve become as an NED the more I’ve been used to drive the agenda with the other NEDs. There is an interesting thing on most boards I sit on – the CEO’s tend to see the meeting as a necessary evil. This is partly a product of the NEDs not driving value and just seeing their involvement as once every couple of months to question someone else.

    3) How do you balance your portfolio career?

    As with everyone we all work long hours, but I try and make the NED businesses something I really enjoy so it doesn’t feel like having to balance things.

    I also try and make sure there is a link between my day job and the NEDs, which in my three cases is definitely so, thus I’m often looking at similar sorts of areas – meeting people that might be relevant to more than one entity. Both Matchpint and yReceipts share clients with my day job iris

    The one watch out though is you need to make sure you are trying to do the right thing for the client and not just trying to make it all nice and neat your side – if the client wants to work with a different partner in the same space you need to be careful as to how much you push. You wouldn’t want to damage it for everyone.

    Going forward, synergy and scalability are going to be key for me.

    What aspects of balance are important to you?

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