MULTI-TASKING – OUR EXPERT GUIDE

Leaders Insight - The Role of an Non-Executive Director with Chris Beck

Chris Beck has established himself as a non-executive chairman with a proven track record of creating shareholder value through a combination of organic growth strategies and acquisition over the last five years.In his roles as non-executive chairman, he has actively supported management with his extensive operational and situational leadership experience across retail, manufacturing, global supply chain, online, fulfilment, distribution, International reach and leveraging Technology as an enabler. Prior to his more recent non-executive career Chris was an executive director of Card factory Plc for 15 years leading supply, distribution, purchasing, business development and IT at Board level through a number of refinancing’s, a private equity investment, four acquisitions and a subsequent MBO and IPO and remaining until 2019. Chris is a qualified accountant having started his professional career with Grant Thornton in 1992 and held a number of roles in Corporate Recovery and Corporate Finance across the Midlands and Yorkshire before leaving to join Card Factory in 2007.Our very own Michael Ball, Partner at The CFO Partnership sat down with Chris to get his take on all aspects of being a NED.1.How would you define the role of a Non-Executive Director both in terms of core responsibilities but also some of the less obvious aspects to it?There is a clearly defined role of the NED providing an independent and external lens on the business together with providing guidance, challenge and support over the effective strategic direction. There are several more formal areas such as governance and remuneration, where the use of NEDs in a larger organisation can provide a framework to ensure the interests of the shareholders are considered and protected. In appointing an NED, there is usually a desire on the part of the business to appoint a person who, not only can effectively deliver on those areas outlined above, but can also bring some expertise in the sector, similar situational experiences or access to contacts and resources. NEDs often develop key relationships with the Executive Directors, providing support and assisting in their development as a leader and in other softer skills, becoming a trusted advocate of the business and often those individuals.2.What were the most important experiences and skills from your former Executive career that you have relied on since making the switch to a Non-Executive career?Communication skills and developing relationships remain front and centre of transferrable skills. Being able to bring examples of situational experience from executive roles are the most additive, providing context and solutions to real world challenges and issues the business may face from time to time. This includes learning from mistakes made so that the business has a greater chance of getting this right first time. Where there is crossover in sector experience and situational experience this often develops in to providing access to contacts and networks where there is proven experience in meeting the businesses needs to an issue or opportunity.3.What are your opinions about developing the relationship between an MD or CEO and a Non-Exec? What is critically important in building a successful partnership and providing the right support to them and the board?I think in all roles as an NED developing relationships with the wider board and senior leadership team is vitally important. Whilst this may be more structured in a larger corporate or PLC, in my current roles I play an active role in supporting and mentoring the existing board and a number of senior leaders that could well progress through to board positions. Developing these people I believe is integral to the wider strategy and culture as the way in which those relationships work, and associated behaviours, is often used to role model what good looks like to the wider teams.4.Is it important for an NED to have experience in the sector the business operates in?One of the most important aspects for any potential NED and those making the appointment from within the business is to clearly align on what it is that is required from an NED for that specific business. In larger corporates it is often easier to establish this, as the role may well be a replacement appointment or the addition of a further non exec to meet a clearly defined brief. In growing SMEs, I have found it necessary to work through the clarity of what is required and whilst in many instances, sector experience is important, parallels in situational leadership are equally, if not more important, and examples I have seen have been to include Digital Transformation and Geographical reach in to new markets or territories. The pace of professionalisation within organisational design and systems to support growth or readiness for a future transaction often lend towards a NED with experience of these situations rather than sector specific experience. Clearly both will be differentiators amongst potential candidates. 5.How did you approach making the transition from Executive to Non-Executive and what tips would you give someone else looking to start building a client portfolio?I had a clear plan that I wanted to pursue a small number of NED roles following retirement from Executive roles. I think it is very important to consider what you are wanting to achieve from such roles, for me my motivation was to work with interesting, growth businesses with good management where I could see my own experiences supporting and adding value. Having worked hard to achieve a work life balance for myself location was a factor, notwithstanding technology I wanted to make sure I was able to support in person without compromising on the quality of life I had achieved. I was fortunate enough to take on a Chair role in a charity connected to my previous executive role and also took on a further trustee role in the charity sector. Both were really valuable to demonstrate governance but also helped with behaviours and the transition to an NED. I would encourage any Executive thinking towards an NED career to actively try and gain experience in that space, in conjunction with their existing executive role, whether that is for another corporate or a charity and will be more relevant to those individuals working at operational board level, perhaps with less visibility to the governance aspects of a company. There are some good causes and membership of the IOD is highly beneficial to refresh and stay up to date on company law and changes in governance.6.Are new technologies like Artificial Intelligence having much of an impact on your role as an NED yet and what impact do you think they could have over the next few years?The consideration of new technologies is always appropriate and, in most businesses, I am involved in the adoption of new technologies as an enabler to support growth or efficiency. We are seeing the adoption of AI to help businesses carry out tasks and process data which is supporting the board with more timely information on which to base decisions, however we are yet to replace an NED with AI!7.What do you find most satisfying and what are some of the most frustrating parts of working as an NED?There are several reasons people assume an NED role. For me its ultimately to use my skills and experience to support management teams reach better outcomes with my support. Those better outcomes are to see teams develop, improve financial performance and deliver strategic change. Seeing these things evolve at pace in businesses with my support and guidance is what motivates me. As an experienced executive director and operator, the biggest challenge is to support and guide, not to take over and do. It takes self-control, experience and most importantly to respect the Executive Team you are working with and their own roles. 8.What is the one single best piece of advice you were given early in your career that still holds true today?In any challenging situation consider the intent of others and not how they act or behave. In most scenarios the intent is correct, and alignment of the behaviour and style of others may just be different to yourself. Don’t let this drive the wrong emotions and behaviours. It makes it so much easier to create alignment, agree mutually beneficial actions and drive pace to almost every situation. Chris Beck’s journey from executive leadership to a seasoned Non-Executive Chairman reflects a wealth of experience, adaptability, and strategic insight. His ability to support and guide management teams while using his deep industry knowledge has proven invaluable in driving growth and shareholder value. With a strong focus on relationship-building, governance, and the evolving role of technology, Chris demonstrates the impact a well-rounded NED can have on a business. His reflections on leadership, mentorship, and strategic decision-making provide valuable lessons for those looking to transition into non-executive roles. As businesses continue to navigate change and expansion, the role of an experienced NED like Chris will remain cricial in shaping their future success.

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Top of many potential employers’ list is a candidate who is able to multi-task. But there is a huge difference between juggling several tasks at once without making much headway and being able to completely manage your workload.

Master the art of multi-tasking and you’ll become more efficient at work, improve your performance and grow your career.

Are your expectations achievable?

Take time to plan out your week in advance and make sure that what you set out to do is realistic and achievable. The satisfaction of powering through your to-do list will be far more motivational than staring at a long list of tasks that are never likely to get completed.

Be realistic with your time

Time is a hugely important factor when it comes to your ability to multi-task; firstly you must be realistic about how much time each task will genuinely take to complete to the right standard and secondly, you have to be sensible about what time you have available to you. If you know you are going to be attending several meetings during the week, plan out how you can best use your remaining time to avoid rushing to get things done or missing deadlines.

Write things down

It can be easy to forget about a particular task so write a list by whatever method works best for you – there’s lots of helpful online tools available and for some, nothing beats a simple handwritten list. Taking the time to think through what needs to be done will reduce the likelihood that something will slip your mind.

Get your priorities right

Look at each task in terms of how long it will take and what deadlines you are working towards. Also consider whether you need information or input from elsewhere to enable you to move forward. If you require contributions from other team members, make sure you ask for these with plenty of advance notice so they can plan their own workloads accordingly.

Try not to worry about what you are not doing

Having a clear focus on the task in hand is essential so try to allocate each task on your to-do list to a particular day of the week or time of the day. Knowing that you are not going to work on XYZ until later in the week will allow you to concentrate more effectively on what is your current priority.

Two birds with one stone...

Look for efficiencies by grouping similar tasks together. For example if you know you need to speak to several clients across the week, try to set aside a morning or afternoon to schedule these all in to avoid repeatedly breaking off from other tasks.

Give yourself a break

Multi-tasking isn’t about burning yourself out or rushing through tasks as quickly as possible. Make sure you take regular breaks – including a proper lunch break – you will be more likely to keep a clear head and complete tasks more accurately and efficiently.

Avoid distractions

It can easy to become distracted from the task in hand and emails are one of the most likely causes. Allow yourself regular points in the day to check your emails rather than reacting to every notification as they come in and take you away from what you are doing.

Communicate

Let your colleagues know if you need some quiet time and if possible, move to a different area of the office or pop in some headphones to reduce the sound of others. If you want to avoid being disturbed, ask for messages to be taken on your behalf or set your phone to voicemail.

Also remember to communicate regularly with your team to make sure that your timeframes are coordinated to avoid any last minute panics or repeated requests for updates.

Be disciplined with your time

Unless something needs your immediate attention, try to stick to your proposed schedule as much as possible. It can be worth keeping a little time free during each day to deal with things that need to be looked at more urgently or that crop up unexpectedly.

It’s OK to say no

Sometimes it simply isn’t possible to squeeze something else into your day – and that’s OK. It’s better to say what is possible from the outset rather than agree to every request and produce work of a lower standard or miss a deadline completely.

Sharp Consultancy specialises in the recruitment of finance and accountancy professionals. With offices in Leeds and Sheffield our highly experienced team of consultants recruit for temporary, interim and permanent roles across the full spectrum of positions throughout Yorkshire and beyond. CONTACT US today and speak to a member of our team about your next career move.