| September 2010 Newsletter |
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| Doug Richard Lunch Event a great success
 When Doug Richard arrived on the 6th floor at Claridge's with a cast boot on his right foot, questions were naturally raised pertaining to the injury. "It was run over but it's completely fine now" was Doug's matter of fact reply, after which he proceeded to speak personally to as many delegates as possible during the networking session before lunch.
Doug was both charming and engaging and talked at length about social networking and resulting communication (Facebook, Youtube, Twitter, LinkedIn etc.), internet success Groupon which gew to $1billion in 18 months, the self-taught make-up artist who become an overnight success on youTube and local firms using twitter to rapidly ramp up business success. Doug also talked about the golden age of the entrepreneur, access to capital and his own business project - school for start-ups. The Q&A was extensive and questions from delegates included: - How do we teach entrepreneurship?
- How to deal with fear of failure in a culture where entrepreneurship is encouraged?
- Must you have a profound confidence in technology to be a successful entrepreneur?
- Is there still a place for people who live in a grey space i.e. no debt, no equity, in the school for entrepreneurs?
"Your best speaker yet!" - Nigel Southon, VentureGrowth
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| Additional lunch dates for your diary:
 3 February 2011 - Julie Meyer, CEO Ariadne Capital, Founder of Entrepreneur Country & Co-Founder of 1st Tuesday.
 6 April 2011 - Lord Norman Blackwell, Chairman of Interserve Plc and former Head of the Prime Minister's Policy Unit from 1995-1997
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 3 things I have learned as Chairman
- by James Gambrell, Chairman of Atego, Non-Executive Director of OMG
Rule No. 1: You are not the CEO. While you can mentor, coach, question or cajole to get him/her to act, you must resist the temptation to replace his/her judgment with your own. If you have to do that, you should replace him/her. Rule No. 2: Managing the board requires you to facilitate debate and input from all stakeholders and then hold them all to account - keen diplomatic skills require you to keep things positive, but not be afraid to push hard when the board is trending towards being dysfunctional. Rule No. 3: Chairmen must get to know a business from top to bottom, including getting to know key executives and customers as well as the board, investors and other relevant stakeholders. Understanding its culture and how a business really works is essential to helping a Chairman be as effective as possible. |
| Investing Executive Chairman required
 ExactTrak, founded in 2007, specialises in the protection and security of all forms of mobile data. The main product, which is just entering production, is a unique patented USB memory device that incorporates GPS and GSM. This enables data to be tracked and remotely deleted.
This role involves working with the management team to secure the full external funding level required for the next three years. Following the successful funding outcome the role will be focused on developing links with strategic partners that can help the company to expand into additional volume markets outside the UK.
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Planning to join an Executive Leadership group in mid-November? Update
It can be lonely at the top. Often there is no-one with whom you can share business issues, test your ideas, and help you arrive at workable solutions.
In association with the Chairman's Network, McNulty Management Consultants is setting up a number of Executive Leadership Groups to address this need.
Each Group comprises senior level professionals, at or near the top of their organisations. They:
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Meet together six times a year, acting as a "Board" of trusted advisers for each other
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Work on an individual basis with an Executive coach in between Group meetings
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Attend Chairman's Network lunches to hear and question high-calibre business speakers
There are still places available on the first Group, with the first meeting currently scheduled for mid-November.
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LinkedIn Discussion: FTSE-100 firms facing NED shortage
FTSE-100 firms may be facing a Non-Executive Director shortage as companies should now change NEDs after 6 years. We asked CN members how long they have been on the board. View the comments here.
Join The Chairman's Network Group and see further discussions:
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| The Chairman's Network is an exclusive, private members' club of 2500+ Chairmen, CEOs, Non-Executives and Board Directors in the SME space alongside our Partners in Venture Capital, Legal, Accounting and Executive Search. Membership is via annual subscription and benefits include networking, deal flow, M&A, advice, appointments and invitations to private events. Visit www.chairmansnetwork.com |
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