Over the years, I have worked with many boards and have seen first-hand the difference that strong Non-Executive Directors can make. The best ones share certain qualities that go far beyond technical expertise or impressive CVs - they bring balance, perspective and courage to the boardroom.
For me, these qualities can be summed up in what I call ‘The Seven Cs of a Good NED’.
A capable NED combines sound judgement with practical wisdom. They know their craft and understand how organisations really work. It is not about knowing everything, but about knowing what matters most, and when to step in.
Curiosity keeps a board alive. The best NEDs never stop asking questions, not to trip people up, but to see things from every angle. They read beyond the board pack, stay connected to the business and are genuinely interested in the people who make it run.
Boards work best when there is mutual respect and trust. A collaborative NED listens carefully, values differing opinions and builds bridges between executives and non-executives; they understand that the board’s strength lies in collective wisdom, not individual authority.
Good challenge is at the heart of governance. It means testing ideas without undermining confidence and the best NEDs know how to ask hard questions in a constructive way, keeping discussions focused and purposeful.
Confidence allows a NED to hold their own when opinions diverge, but it also means having the humility to admit when they do not know something. The right balance of confidence and modesty brings credibility and respect around the board table.
Being a NED is not an honorary title, it requires time, preparation and genuine involvement. The most effective NEDs are those who show up fully, engage deeply and stay informed between meetings.
Courage is what separates a good NED from a great one. It is the willingness to speak up, even when it is uncomfortable and courage means standing firm on matters of ethics, accountability and fairness. It is about doing what is right, not what is easy.
In every strong board I have seen, these seven qualities appear in some form. They are not static attributes, but habits that grow through experience, reflection and self-awareness.
As governance expectations continue to rise, the best boards are those that recognise the human side of leadership. The Seven Cs provide a simple framework, but living them takes discipline, empathy and resolve.
At Friisberg UK, we focus on finding people who genuinely embody these seven traits. True board calibre is not measured by titles or tenure, but by attitude, integrity and the ability to influence wisely. Our work lies in recognising these qualities early, even when they are not obvious on paper, and bringing together boards that are both capable and courageous in equal measure.
