From Council to Boardroom: The Key Attributes of a Successful Non-Executive Director

For many officers and elected members in local government, the idea of becoming a Non-Executive Director (NED) may seem like a leap into unfamiliar territory. But in reality, the skills honed in public service—strategic thinking, governance, scrutiny, and stakeholder engagement—are not only transferable, they are highly sought after in the boardroom.

This blog explores the key characteristics of successful NEDs and offers practical advice for those in local government who aspire to take on this rewarding role.

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Strategic Thinking and Big Picture Focus

One of the most valued attributes of a NED is the ability to think strategically. NEDs are not involved in day-to-day operations; instead, they provide oversight, challenge, and guidance on long-term direction.

Local government professionals are no strangers to strategy. Whether it’s shaping a local plan, overseeing a budget, or responding to complex social challenges, officers and members routinely operate at a strategic level.

“The best NEDs are those who can step back, see the bigger picture, and ask the questions that others might not think to ask.” – Institute of Directors

Tip: Reflect on your experience contributing to strategic plans or policy development. These are directly relevant to board-level thinking.

Independence and Objectivity

NEDs must bring an independent mindset to the boardroom. They are there to provide constructive challenge, ensure accountability, and act in the best interests of the organisation.

In local government, scrutiny committees, audit panels, and governance roles demand similar qualities. Officers and members are often required to challenge assumptions, hold services to account, and ensure transparency.

“Independence is not about being distant; it’s about being able to speak truth to power with integrity.” – Baroness Tanni Grey-Thompson, Crossbench Peer and NED

Tip: Highlight your experience in scrutiny or governance roles when applying for NED positions. These demonstrate your ability to be objective and principled.

Governance Expertise

Understanding governance frameworks is essential for any NED. This includes knowledge of risk management, compliance, financial oversight, and ethical standards. Local government operates within a complex governance environment. Officers and members must navigate legislation, codes of conduct, and public accountability. This experience is directly applicable to corporate governance.

Tip: Familiarise yourself with the UK Corporate Governance Code and compare it with local government frameworks. You’ll find more similarities than differences.

Financial Acumen

While not all NEDs need to be accountants, a solid understanding of financial statements, budgets, and risk is crucial. Boards rely on NEDs to scrutinise financial performance and ensure sustainability.

Local government professionals often manage multi-million-pound budgets, oversee procurement, and monitor financial risk. These are valuable skills in any boardroom.

“Financial literacy is a must. You don’t need to be a CFO, but you do need to understand the numbers and what they’re telling you.” – Sir John Parker, veteran NED and board chair

Tip: If you’re less confident in this area, consider taking a short course in financial management for non-financial professionals.

Stakeholder Engagement and Communication

NEDs must be skilled communicators, able to engage with a wide range of stakeholders—from executives and shareholders to regulators and the public. Local government officers and members are often at the frontline of community engagement. They understand how to listen, build consensus, and communicate complex issues clearly.

Tip: Use examples of public consultations, partnership working, or community leadership to demonstrate your stakeholder skills.

Ethical Leadership and Public Service Values

Integrity, transparency, and accountability are the cornerstones of effective NEDs. These values are second nature to those in public service.

In fact, many organisations actively seek NEDs with a strong ethical compass and a commitment to social value—qualities that local government professionals bring in abundance.

“The public sector breeds leaders who understand the importance of doing the right thing, not just the easy thing.” – Dr. Alice Maynard, NED and former Chair of Scope

Tip: Don’t underestimate the value of your public service ethos. It’s a powerful differentiator in the private and third sectors.

Curiosity and Willingness to Learn

Successful NEDs are lifelong learners. They stay informed about sector trends, regulatory changes, and emerging risks. They ask questions, seek diverse perspectives, and are open to new ideas. Local government is a dynamic environment. Officers and members must constantly adapt to policy shifts, funding changes, and community needs. This agility is a key strength.

Tip: Show your commitment to continuous learning—whether through CPD, mentoring, or professional networks.

Boardroom Presence and Influence

Being a NED isn’t just about what you know—it’s about how you contribute. Boardroom presence means being confident, respectful, and persuasive. It’s about knowing when to speak, when to listen, and how to influence without dominating. Many local government professionals already operate in politically sensitive environments. They understand diplomacy, negotiation, and the importance of relationships.

Tip: Practise articulating your views clearly and concisely. Board meetings are time-limited, and impact matters.

Sector Knowledge and Transferable Insight

While some boards seek NEDs with specific industry experience, many value fresh perspectives. Local government professionals bring insight into public policy, regulation, service delivery, and community impact.

This is especially relevant for organisations working with the public sector, such as housing associations, NHS trusts, or Local Authority Trading Companies (LATCOs).

“Boards need diversity of thought. A NED from local government brings a unique lens on public value and stakeholder accountability.” – Paul Martin

Tip: Position your sector knowledge as an asset, not a limitation. Your experience offers real-world insight that many boards lack.

Commitment and Time Management

Being a NED is a serious commitment. It involves attending board meetings, reading papers, joining committees, and staying informed. It’s not a ceremonial role—it requires time, energy, and dedication. Local government professionals are used to balancing competing demands. Many already serve on committees, partnerships, or regional boards.

Tip: Be realistic about your availability, but don’t let time be a barrier. Many NED roles are part-time and flexible.

Final Thoughts: You’re More Ready Than You Think

If you’re an officer or elected member in local government, you already have many of the attributes that make a successful NED. You understand governance, strategy, public accountability, and stakeholder engagement. You’ve led through complexity, made tough decisions, and stayed true to your values.

The transition to a NED role is not about starting from scratch—it’s about reframing your experience and recognising its value in a new context.

“Local government professionals make outstanding NEDs. They bring rigour, insight, and a deep understanding of public value. We need more of them in the boardroom.” – Deborah Cadman OBE

Next Steps

• Reflect: Identify the skills and experiences you already have that align with NED roles.

• Learn: Explore training opportunities such as the NED Development Programme or Institute of Directors courses.

• Network: Connect with current NEDs, attend boardroom events, and join professional forums.

• Apply: Look for NED opportunities in sectors aligned with your interests—housing, health, education, or social enterprise.