Working on boards in the public sector

The speaker shares extensive experience in both public and private sector boards, highlighting commonalities such as accountability and strategy delivery. They discuss motivations of non-executive directors, noting differences in public and private sectors. Performance metrics are easier to assess in private sectors, while public sectors focus on making a difference. Challenges include ministerial interference and less robust performance management in public sectors. Despite these, public sector roles are complex, impactful, and rewarding, exemplified by the speaker's role with the Royal Navy.

What is a common motivation for non-executive directors to join boards across sectors?

• To make a difference

• To travel extensively

• To work fewer hours

• To gain technical skills

In the public sector, what is often more challenging compared to the private sector?

• Securing funding

• Measuring performance

• Maintaining facilities

• Hiring qualified staff

What is a key difference in managing interference in public sector boards compared to private sector boards?

• Public sector boards face more shareholder interference

• Private sector boards have no interference

• Private sector boards have more ministerial interference

• Public sector boards deal with ministerial interference

What is one of the best aspects of roles in the public sector according to the speaker?

• They are less demanding

• They offer higher salaries

• They are highly impactful

• They require less paperwork

What approach does the speaker suggest is necessary for success in the public sector?

• A creative and artistic approach

• A hands-off management style

• A hard-nosed business approach

• A relaxed and flexible approach