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The 7 Deadly Sins of Nascent NEDs A One Day Workshop at the IOD, London (Multiple Dates)Workshop Agenda

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How to build your Non-Exec Portfolio

Programme purpose & strategy: To maximise participants’ potential, by reframing their view of themselves Programme deliverables:• A plan and tools to decide on

personal purpose, strategy and behaviours in the context of building a Non-Exec Portfolio over the next three years

The Institute of Directors, Multiple

Dates

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Programme Strand 1 Preparation for the Programme: Purpose: to ensure that the needs of each participant are clear in advance and no time is wasted on the day

Advance actions:• 1-1 calls or video calls with each

participant• Sharing, to the extent approved, of

participants’ details • Preparatory homework and stimulus

material (sic)

Preparation before calling the session

to order…

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Programme Strand 1

Welcome, ice-breaker, rules 0900-100: Purpose: to get the Programme off to a good start Steps• Welcome• Each Participant comes prepared to

speak for three minutes on themselves: 1. The past 2. The future 3. An interesting fact

• Housekeeping incl. Chatham House Rules

A good start to the day…

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Programme Strand 2

Theory, Tools & Plan 1000-1100: Personal purpose

Steps• Theory: What is purpose and

why does it matter to building a Non-Exec Portfolio?

• Tools: How to decide on your new purpose and to articulate it to target Boards

• Plan: How to build this into your Non-Exec Portfolio Business Plan

Agreement on your personal purpose

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Programme Strand 2

Theory, Tools & Plan 1115-1215: Strategy

• Theory: What is strategy in the context of building a Non-Exec Portfolio? Why does this link to your formative years and your USP which you can claim, honestly, for the first time?

• Tools: What are your options and how to decide on an appropriate Non-Exec Portfolio strategy for you

• Plan: How to build strategy into your Non-Exec Portfolio Business Plan

How to stand out, using a

stand out strategy

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Programme Strand 2

Theory, Tools and Plan 1215-1300: Behaviours Part 1

• Theory: Generically, what behaviours might you need to learn or change to implement strategy to achieve your purpose?

• Tools: How to you apply this theory to yourself?

• Plan: How to build behaviours into your Non-Exec Portfolio Business Plan

Behaviours are formed in formative years

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Programme Strand 3

Practice 1400 - 1530: Behaviours Part 2 – a tool kit

An interactive session on specific behaviours and behavioural “small change’• Marketing behaviours 

• Demonstrating, rather than asserting, competence• Sales (interview) behaviours

• How to become the least risky candidate• Delivery behaviours

• How to keep your promise with the Board• How “small change” works with these using Case Studies…

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Case Study 2…

Case Study 3…

Case Study 1…

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Drafting your Non-Exec Portfolio Business Plan: 1545-1645

• Purpose• Strategy• Marketing Plan

– Segmentation– Targeting– Positioning– Product– Price– Place– Promotion

Your personal Purpose,

Strategy and Behaviour Plan –

PSB Plan – forms the

foundation for your Non-Exec

Portfolio Business Plan

 

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Wrap up and next steps 1645-1700

Tick boxes?

You?: • A personal purpose?• A personal strategy?• Behaviours and a plan

to execute that strategy?

Your Non-Exec Portfolio Business: • An organisational purpose?• An organisational strategy?• Behaviours and a plan to

execute that strategy?

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Follow up 1-1 call, video within 10 days

• Your questions?• Any specific advice?• Feedback

“The PSB approach has given

us a language we didn’t

have before”

RG

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“I found the

process and the

tools very helpful” SF

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The 7 Principles of The Fenton Model™

1. People are not human resources, they are small, unique, career businesses

2. Organisations are coalitions of these small businesses, for increasingly brief periods

3. Organisations hire the least risky, not necessarily the best

4. Personal purpose and organisational purpose are inter-dependent

5. Mediated agreement on behaviours to achieve personal and organisational purpose is essential

6. Legislating for the breach of these behavioural agreements mitigates the risks

7.  Changing ten actions or communications in every hundred is only 10% change - that’s small change, but the sum is greater than the parts

“The Fenton Model works” RG

Ciaran Fenton Limited145 - 157 St John’s Street, London, EC1V 4PW | t +44 (0) 207 754 0335   m 07966168874 f +44 (0) 871 4336145  website www.ciaranfenton.com  | blog http://ciaranfenton.wordpress.com/ | twitter @ciaranfenton