As scrutiny of governance intensifies and the call for lived experience and sector diversity grows louder, the makeup of housing association boards is changing, and so are the expectations of those who join them. What does it really take to succeed as a Non-Executive Director (NED)? And how can candidates stand out in a competitive and increasingly complex governance landscape?
To help answer these questions, I spoke with Helen Gillett, an experienced board leader and Senior Independent Director of Orbit Group, where she serves on the Remuneration and Governance Committee as well as Chairing the Customer and Community Sub-Group. Helen is also a mentor with Housing Diversity Network, where she supports aspiring board members as they prepare for their first or next board role.
In this candid interview, Helen shares her perspective on what makes a strong NED, the common pitfalls she sees in applications, and how individuals can meaningfully prepare for board roles.
HS: Let’s start with the basics, what are the key skills or attributes you typically look for in potential NEDs?
It’s a bit obvious to say, but this really does vary by role and organisation. It’s not always a given, for example, that they should already have board experience (in an executive capacity or otherwise), but in some cases we might quite specifically be looking for someone who will have been a CEO, CFO or COO before because we want the person to be a mentor or sounding board for the equivalent executive member.
We’re also looking for someone who listens well, submits a coherent, interesting and succinct cover letter, and has experience that reflects the scale and complexity relevant to the role or organisation. Understanding of strategy and financial acumen are important too.
HS: How do you assess candidates who may not have prior NED experience but bring strong professional backgrounds?
I look at whether they’ve thought about and can articulate how they will need to adjust their behaviours to non-executive work. Do they understand board governance? Are they interested in investing in the personal development commitment needed to be effective?
HS: What kind of experience stands out on a CV as a strong indicator that someone is ready for their first board role?
Anything advisory, which is why lawyers and consultants can make good NEDs, is a plus. Also, any experience such as being a school governor or trustee can be a good stepping stone into board work. If someone has reworked their CV to bring out the transferable skills needed for the boardroom, this demonstrates a good understanding of the attributes we like to see in NEDs.
HS: Are there any traits or behaviours that would raise red flags during the selection process?
If you haven’t got a strong ‘why’ for the role, that’s a red flag. Especially if you’re looking at a role in a different sector to your executive experience, we want to know why you care about our organisation.
Any lack of understanding about the difference between executive and non-executive roles is also concerning. Boards aren’t effective if members get too stuck into the detail or are too directing of the executive team.
Poor listening skills stand out, and I really notice how candidates work the room when they come for interview. If they focus overly on the Chair of the panel, or ignore someone, that’s a red flag. I’ve had cover letters to an all-female panel addressed “Dear Sirs,” which I find off-putting.
Being overly waffly, either in the written application or during interview, is another issue. And a lack of a board-focused CV, you’d be amazed how many people haven’t understood that they need to work their CV to demonstrate their suitability for a board role rather than an executive one!
HS: What should candidates expect or pay attention to when applying for NED roles?
You need to ask: is it you they’re looking for? So, for example, if it says a qualified accountant is needed because the role includes chairing the Audit and Risk Committee, then if you haven’t got that, it may be worth investing your time elsewhere. Sounds obvious, but people get that wrong.
Do your research. If the role says it’s open to a first-time NED or someone out of sector, test this with the search firm or hiring contact - do they really mean it? I appreciate it can be very frustrating to apply for roles where this is stated and then be told you “lacked experience.”
Always speak to the search firm if you can. If there isn’t one, try to find someone to speak to. It isn’t always possible, but not having that conversation means you’re going in without the full picture.
Time commitment is another issue. It’s not always stated, and when it is, it can be under-played. You’re likely to be expected to sit on at least one committee as well as the board, possibly more, and this all takes time. If it says 20 days a year, be really clear whether you could in fact spend 25–30 days involved if there’s a crisis that needs greater board support.
HS: What advice can you give to people who need to juggle NED responsibilities with other professional or personal commitments?
Check the real time commitment (see above point). Talk to your boss - it’s fantastic personal development and will make you better at your day job, so should be supported by your workplace (check policies as you may need permission to do it, and to retain the fee). But you need to be able to commit the time.
Some boards operate on a hybrid system, so not all meetings are face-to-face, especially committee meetings. But equally, you need to have time for the induction process and things like stock/community visits, strategy away days, board dinners, etc. So think hard about location, because if it’s something you can’t do in a day trip, or a nationwide organisation where meetings are all over the country, that can get tricky.
HS: What specific steps can aspiring NEDs take to build their profile and position themselves for future opportunities?
Find a mentor. You may know someone who is already on a board, or you could get in touch with board members where you work and ask to be connected to someone in their network. Pick their brains about what the reality is like, what really happens in a boardroom, and what skills they use.
Join a network. I have found being part of Women on Boards immensely helpful and supportive.
If you can, become a school governor or similar in order to get some experience. There are some great board trainee schemes in the housing sector too.
Think hard about the sectors you’re interested in and, crucially, why. Then find out which search firms operate in those sectors. Housing associations tend to use the same ones, so you can build a list and start getting in touch with the specialists who work there.
HS: What role does board culture or dynamic play in your selection process?
It’s an important factor. A good Chair is looking for a genuinely diverse range of people, perspectives, and experiences. So, you may be a great candidate but not quite who they are looking for. For example, they may know they need someone who can bring greater immediacy of experience, who’s still working in the sector as their day-job, rather than fully into their portfolio career.
HS: What does a strong interview look like for a NED role, and what kind of preparation sets candidates apart?
Be prepared. Be very clear on your ‘why’ - saying “because I want to give back” isn’t enough. Be specific.
Have answers and examples that relate to the specifics of the candidate brief. Focus on the essentials, but if you tick any of the boxes on the ‘desirable’ list, have those ready too.
Show that you understand the dynamics of the sector, the economics, the political context. Demonstrate that you understand the role of the board, being a NED (vs executive operationally-focused behaviour), and good governance (and why it’s important!).
Have some of your own questions prepared. Make sure you’ve read the most recent publicly available information online. For example annual reports, customer service performance, and any regulator or ombudsman rulings/opinions.
It sounds like a lot of work, but it’s worthwhile for two reasons: it will improve your chances of success, and if you find it interesting, it’ll tell you that the sector is the right place for you!
HS: Once in role, what are some of the common challenges that first-time NEDs tend to face?
Making sense of the papers! There can be a lot of reading to do and this takes some getting used to. Don’t be afraid to ask your Chair or Senior Independent Director for a call ahead of the board meeting to discuss the papers and pick their brains about what’s going on.
If you’re the only new person on a very experienced board (especially if it’s your first appointment), it can feel quite lonely. If your Chair is effective, they should be making an effort to get to know you and support you to develop your board skill-set. If they don’t, I’m sure someone on the board would be happy to help.
Feeling like you have to ask lots of questions and make lots of suggestions is common, but try to be mindful of the suggestions you do make. A great mentor of mine once advised that board members create work for organisations because people feel they have to act on their inputs. So be thoughtful about the work you may create through your interventions - try to think ahead to the impacts.
Conclusion:
As the need for a more diverse, dynamic, and forward-thinking generation of Non-Executive Directors grows, so too does the opportunity for new voices to shape boardrooms for the better. But stepping into a NED role requires more than senior experience - it demands self-awareness, preparation, and a deep understanding of what governance truly involves.
Helen Gillett’s advice is a valuable roadmap for those ready to take that step. Whether you’re exploring your first board opportunity or looking to position yourself more effectively, now is the time to act with purpose.
At Neemar Search we support individuals at every stage of their non-executive journey - from first-time NEDs to seasoned board leaders - partnering with organisations that are committed to making a difference.
Whether you're actively exploring opportunities or just starting to think about how your skills could translate into the boardroom, if you’re curious about stepping into a NED role in social housing, or want to learn more about how to position yourself, get in touch.
