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The Real Role of a Non-Executive Director – And Why It Matters for Succession
In this episode of the More People Podcast, Andrew Fitzmaurice (CEO of MorePeople) sat down with long-time non-executive director (NED) James to talk about the evolving role of a NED, the challenges of talent and succession planning, and how businesses can prepare for what’s next, both operationally and personally.
What Does a Non-Exec Actually Do?
While the role of a non-executive director varies by company size and stage, James shared a simple truth: the smaller the business, the more practical and growth-focused the NED's role becomes.
“In big corporates, NEDs are all about governance. But in businesses like MorePeople, my role is much more advisory: focused on helping grow the business and navigate change,” James explained.
Interestingly, one of the biggest mindset shifts for new NEDs is learning not to have all the answers.
“As an exec, you’re paid to set the direction. As a non-exec, your job is to ask the right questions and pressure-test the strategy. You’re not there to lead but to challenge and support.”
Confidence, Coaching, and Constructive Interference
James admits it took a few years to really find his rhythm. “It was like going from parent to coach,” he laughed. “You have to let leadership teams make mistakes because you can’t learn everything from advice. But it’s also your job to offer your lived experience when it matters.”
When asked whether his experience in recruitment helps, James was clear: “Absolutely. But sometimes it’s equally valuable to be the outsider asking the ‘naive’ question that everyone else overlooks.”
Succession Planning Is a Talent Strategy
Succession is a buzzword in many boardrooms, but James sees it as part of a broader talent strategy.
“Succession shouldn’t just happen when someone’s leaving, it should be baked into how you think about talent at every level,” he said. For some of the larger businesses he supports, James helps review 50–60 key people quarterly. “We ask: Where are they now? Where do they want to go? And how do we get them there?”
But it’s not just internal movement that matters. In international businesses, succession planning can include hiring locally to build better cultural diversity and resilience.
The First-Line Management Challenge
Perhaps one of the hardest transitions in any business is promoting top performers into their first management role.
“In recruitment, moving from fee earner to manager is the toughest step,” said James. “You’re doing two jobs, one you know well and one you’ve never done, and suddenly you’re responsible for people development too.”
This is where many companies stumble, either promoting people who aren’t cut out for leadership, or overlooking those who have strong leadership potential but don't shine in sales.
Managing Motivation Without Management Titles
According to James, this common misstep often comes from a well-meaning place. “We promote high performers to retain them. But if management isn’t right for them, we need to find another way to reward and keep them.”
Instead of seeing management as the only route to growth, he suggests building alternative career paths that recognize and elevate different skill sets.
Neutrality, Impartiality, and Navigating Founders' Agendas
When asked about staying impartial while balancing multiple stakeholder interests, James emphasised the importance of objectivity.
“If you let bias creep in, your role as a NED becomes untenable. You need to be the calm presence in the room. Focused on fairness, asking the right questions, and supporting the whole business, not just one person’s view.”
This impartiality also becomes crucial during succession conversations, especially when founders begin planning their exit.
Supporting Life After Leadership
Succession planning isn't just about the business. James has seen founders struggle to let go because they don’t know what comes next.
“You can have a successful exit, a strong bank balance, and still feel lost. Helping people find their ‘next chapter’, whether that’s golf, gardening, or a new venture, is part of my job too.”
He’s found that identifying a personal post-exit goal often unlocks smoother business transitions. “Without a plan for what’s next, founders tend to hang around, unintentionally stalling progress.”
Final Thoughts
Being a non-executive director isn’t just about showing up to board meetings. It’s about being a mirror, a sounding board, a challenger and sometimes, a personal mentor. Whether you’re building out a succession plan or thinking about stepping back, the right NED can help you ask better questions, avoid common pitfalls, and ultimately build a stronger business.
