The importance of the Senior Independent Director in ensuring board effectiveness

As the importance and value of diverse experience is increasingly recognised, representation is key. FTSE Women’s Leaders Review 2024 noted progress in FTSE 350, with female board representation at 42%. The 2024 Review also showed good results with 79% of FTSE 250 companies having hit the target of one ethnic minority director on the board. Both reports identified that more needed to be done, however, with regional disparity and under representation particularly at Chair level.

This changing landscape, combined with the challenge of finding proven INEDs which are not conflicted and have capacity is increasingly challenging and requires robust Executive Search partnerships, strong networks and tenacity. Adding the drive to increase diversity to board requirements will necessarily mean seeking Non-Executive Directors who can bring independent perspectives and expertise to the decision-making process but who may not have board experience. NEDs new to the boardroom, and particularly those from diverse backgrounds, often face unique challenges. They may lack familiarity with board dynamics, struggle to find their voice, or encounter difficulties in understanding the peculiarities of the organisation they are serving.

To ensure the success of NEDs in their first board appointment, comprehensive support mechanisms need to be in place. Mentoring programs can connect new NEDs with experienced board members who can guide and offer advice. Orientation sessions and ongoing training should be provided to familiarise NEDs with board responsibilities, governance frameworks, and industry-specific knowledge. Additionally, fostering a culture of inclusivity and open communication within the boardroom can help diminish any feelings of isolation or marginalisation faced by new NEDs.

The positive impact of mentoring across all levels and functions is recognised and supported by ongoing research. The CIPD Learning at Work Survey 2023 noted that  70% of businesses reported an increase in productivity due to mentoring and 55% of businesses judged mentoring had a positive impact on their profits. Retention rates were much higher for mentees (72%) and mentors (69%) than for those who did not participate in the mentoring program (49%)

Research focussing specifically on the efficacy of board mentoring program indicates improvement in board performance, diversity, and leadership continuity, strengthening governance, deepening board engagement, and preparing boards for future challenges.

Key benefits include:

Enhanced Governance Effectiveness: The Institute of Directors (IoD UK) highlights that mentoring accelerates the integration of directors into high-performing boards, whilst Harvard Business Review (2016) notes that mentoring fosters a “governance mindset” among directors, enabling better risk management and strategic oversight.

Improving Onboarding and Retention: Mentorship significantly enhances the onboarding experience for new directors. BoardSource (2021) reports smoother integration and higher satisfaction among mentored board members, and McKinsey & Co (2020) found that new directors mentored by experienced peers were twice as likely to feel prepared for meetings within the first 6 months Personalised support, accelerated learning, and fostering a sense of belonging were cited as key benefits.

Strengthening Leadership and Succession Planning: Mentoring identifies and prepares future leaders by sharing institutional knowledge and modeling effective leadership behaviors. It ensures continuity and readiness for key board roles like committee chairs and board chairs and can also support reverse mentoring, enabling senior members to stay informed on digital trends, DEI, or ESG practices.

Increased Board Diversity and Inclusion: Mentoring programs are especially effective in supporting underrepresented board members (e.g., women, minorities, younger directors) to navigate board culture and power dynamics.National Association of Corporate Directors (NACD) research found that minority directors who had access to board mentors felt more empowered to contribute and raise dissenting opinions, whilst Deloitte Board Diversity Report (2022) emphasised that mentoring supports inclusive governance and enhances the contribution of diverse voices.

Improved Board Dynamics and Collaboration: Mentorship enhances interpersonal dynamics by promoting empathy, shared understanding, and psychological safety in discussions, resulting in more collegial relationships amongst the Board

Stanford Graduate School of Business research suggests that informal mentoring helps reduce “boardroom silos” and improves collaboration.

Continuous Learning and Reflective Practice: OECD Principles of Corporate Governance cite continuing education (including peer mentoring) as critical for effective board performance.

Mentoring helps all board members (not just mentees) stay updated on evolving governance standards, sector trends, and ethical leadership practices, and encourages reflection and refinement of their own board practices.

Features of successful mentoring:

• Clarity of Goals:
• Mentors and mentees should agree on goals and expectations for the mentoring relationship.
• Communication:
• Regular and open communication is essential for a successful mentoring relationship.
• Trust and Confidentiality:
• A safe and confidential environment is crucial for mentees to feel comfortable discussing their concerns.
• Commitment:
• Both mentors and mentees should be committed to the mentoring process
• Reciprocity:
• The Financial Times Guide to Mentoringby Dr. Ruth Gotian and Andy Lopata, the authors note their research supports the reciprocal nature of mentoring stating: “Mentoring relationships move support to another level, beyond what you thought possible, making it even more accessible and, from an organizational perspective, ensuring that those who have achieved success already play an active role in pulling up others after them.”

Miles Advisory NED mentoring programme:

Unique to our business, and in line with our strong commitment to the diversification of Boards, we offer our public sector placements who are new to the non-executive (NED) world and/or new to the sector, the opportunity to have one-to-one coaching with an experienced Chair in their first year. Not only does this provide a ‘safe space’ for the new NED to have confidential conversations and ask the ‘silly’ questions that they may not wish to ask their new Chair, but it has been found to drastically reduce the time it takes for a new NED to be able to make a meaningful contribution to their new Board (or Committee) and be fully effective in their role.