Slides from NewcastleGateshead Initiative's Business Leaders' Briefing at Laing Art Gallery on 21 April 2016, which focused on skills, talent and entrepreneurial leadership and included presentations from NRG, Newcastle Business School at Northumbria University and UNW.

1. WELCOME
Business Leaders’
Briefing
21 April
2016
@NGinitiative

2. SARAH STEWART
Chief Executive,
NewcastleGateshead
Initiative
@NGinitiative

3. @NGinitiative
JULIE MILNE
Chief Curator of Art Galleries,
Tyne & Wear Archives
& Museums

4. SARAH STEWART
Chief Executive,
NewcastleGateshead
Initiative
@NGinitiative

5. Welcome to new partners
@NGinitiative

6. Agenda
• Skill shortages and hard-to-recruit talent
- Therese Liddle, Chief Executive, NRG.
• Entrepreneurial leadership
- Michele Rusk, Enterprise Fellow, Newcastle Business School.
- Joanne James, Head of Corporate & Executive Development.
• Non-executive directors are not just for PLCs
- Peter Neal, Head of Strategic Talent, UNW.
- Jude Browne, Non-Executive Director.
@NGinitiative

7. The
NewcastleGateshead
Initiative mission
@NGinitiative
To inspire
people to visit,
and to live, learn,
work and invest in
and around
NewcastleGateshead

8. @NGinitiative
THERESE LIDDLE
Chief Executive,
NRG

9. @NGinitiative
MICHELE RUSK
and
JOANNE JAMES
Newcastle
Business
School

10. Entrepreneurial Leadership
Newcastle Business School Northumbria University
Joanne James - Head of Corporate & Executive Development
Michele Rusk - Enterprise Fellow

11. Economic Context
Strategy for the North East
• 100k jobs by 2024
• High skilled and higher paid private sector jobs
• 60% of jobs created in next 10 years: 6k per annum
(More and Better Jobs A Strategic Economic Plan for the North East, 2014)
Targeting
New Economy
– Design, Digital, Media, Telecoms, Software, Heritage, & Culture
(North East Independent Economic Review Report, 2013.)
Santander Enterprise Index
Places North East 12th out of 12 UK regions in the 2014.
- Citing lack of Entrepreneurial Aspiration

12. Aspiration
New Economy
Entrepreneurial Leadership
For
Game Changing Innovations
Built on Traditional Strengths
Our Job
Pilot, test, accelerate and disseminate new approaches
stimulating
Innovative Business Development
Digital Led, Invention Led & Design Led Businesses
Fit for Tomorrow
.

13. Spirit of Our Time
.
All Leaders Have to be Entrepreneurial
It’s an uncertain, risky, resource-constrained world
Today we are facing
• rapidly shifting economic forces
• prolific technology
• demographic fluctuation and social change
Complex Problems need Innovative Multifaceted Solutions

14. What’s the Difference
Energetic Passion for
Vision, Change, Creation
It’s a different way of
LEADING, MANAGING and even THINKING

15. Entrepreneurial Leadership
Essential ingredients include:
seeing things differently
taking calculated risks
formulating future focused innovation teams
creative resourcefulness
building solid business propositions
The vision to recognise opportunity where others
see
chaos, contradiction, and confusion.

16. Creativity
Innovation
Leadership
Entrepreneurship
Labels
‘Design is the
Animating
Principle of all
Creative
Processes’ Vasari

17. Thinking
Vision
Ambition
Leadership
Direction
Empowerment
Doing
Creativity
Strategic
Design Innovation
Entrepreneurial Development
Community
Culture
Zeitgeist
Communications
Divergence
Convergence
Synthesis
Effectuating
Entrepreneurial Leadership

18. Where Entrepreneurial leadership is Practiced
New
Business
Start ups
Civic
Society
Big
Business

19. Challenge
Who are the
Entrepreneurial Leaders
To Lead us
To Tomorrow ?

20. Making sense of our role
• What does entrepreneurial leadership mean to you?
• Revisit the labels: Which words apply to you?
• What is the relevance of entrepreneurial mind-set in my
organisation?
• How ready are we to take on the challenge?

21. Change begins with you

22. Leadership starts on the inside
Self efficacy
Self esteem
Self concept
Self
awareness
Values, motives, beliefs,
personal mental models.
How do I see my role as
a leader? Purpose.
How confident do I feel in my own
skin? Imposter syndrome
The belief that I can succeed
in this role in this context

23. Creating a culture for change
What do you want to create?
• Thinking differently
• Taking risks
• Language and labels
• Assumptions

24. Business Focussed, research informed
We have a pivotal role in partnering with you to face the challenges
of the future
We can help with
 Creative young minds: on a placement, business clinic.
 Forums for sharing challenges ideas and best practice
 Facilitated session
 Executive coaching
 Bespoke work force development

25. Joanne James
Head of Corporate and Executive Development
Newcastle Business School
Northumbria University
0191 227 3054
Joanne.james@northumbria.ac.uk
Expertise on your Doorstep

26. @NGinitiative
PETER NEAL
and
JUDE BROWNE
UNW

27. “Non-Executive Directors
are not just for PLCs”
NGI Presentation – 21st April 2016

28. Peter Neal
18 years introducing people to people and helping create value
and wealth. Leading UNW Strategic Talent advisory service.
http://www.lnkdin.me/p/peterneal
Introduction
Jude Browne
A high growth business expert, working with organisations of all
shapes and sizes, helping them meet the challenges of their
ambitions to grow.
https://uk.linkedin.com/in/judebrowne
Objectives for today’s presentation

29. • About UNW and UNW Strategic Talent
• What is a NED?
• Business boosting benefits for NEDs for SMEs
• Boardroom Reflections – Jude Browne
• When and how to appoint a NED
• The Experience Bank
Agenda

30. UNW LLP & UNW Strategic Talent

31. UNW LLP & UNW Strategic Talent
Audit &
Assurance
Taxation
Corporate
Finance
Accounting
Services
Strategic
Talent
UNW Strategic Talent
UNW LLP
Building backable boards Financial recruitment specialists

32. Good governance and the role of NEDs in SMEs
The essence of
good governance
Boardroom behaviours
Clear line of sight
Good
interpersonal
skills
Definition
of a good
NED
Sound
judgement
Influence
Integrity
Strategic
Helicopter
view
Commercially
aware
Conviction

33. Business boosting benefits of NEDs for SMEs
Challenging the MD
& Exec Team
“You don’t know what
you don’t know”
(Alastair Waite)
Providing knowledge,
insight & experience
Raising standards
of governance
Advising on
strategy
Acting as a
sounding board
Mentoring
Challenging
business plans Access to
finance

34. JUDE BROWNE
Boardroom Reflections

42. When & how to appoint an NED
When?
• New markets or products…
• Contacts in key markets…
• Expanding employee base…
• Access to funding…
• Pension / Savings plans…
• Consultants / Mentors…
How?
• Timing & role criteria
• Existing strengths & weakness
Person specification
& briefing document

43. When & how to appoint an NED
Candidate Sourcing &
Selection
• Agencies / Contacts /
Advertising
• Shortlist interview
• Due diligence (by candidate)
Terms of Engagement
• Remuneration
• Contract
Preferred candidate
Negotiation

44. • Several years in development
• Stakeholder support
• Purpose
• Not for profit enterprise
• Funding & host
• Impact report
• Research opportunities
• Summer 2016...
THE EXPERIENCE BANK
THE EXPERIENCE BANK

45.  More detailed discussions
Thank you to Jude Browne
UNW Strategic Talent
“Building Backable Boards”
Thank you

46. SARAH STEWART
Chief Executive,
NewcastleGateshead
Initiative
@NGinitiative

47. Panel discussion / Q&A
@NGinitiative
• Therese Liddle
Chief Executive, NRG.
• Michele Rusk
Enterprise Fellow, Newcastle Business School.
• Joanne James
Head of Corporate and Executive Development, Newcastle Business School.
• Peter Neal
Head of Strategic Talent, UNW.
• Jude Browne
Non-Executive Director.

48. Thank you
@NGinitiative

49. Partner meetings 2016
@NGinitiative
Partner Update Meetings
Thursday 9 June, 08:30-10:30, Newcastle Racecourse
Thursday 3 November, 08:30-10:30, University of Sunderland
Business Leaders’ Briefing
Thursday 6 October, 08:30-10:30, Centre for Life
Annual General Meeting
Thursday 1 December, 16:00-19:00, venue TBC

50. THANK YOU
@NGinitiative