“I know for every trustee there is no better feedback than that of those they have helped with their cause. It is what makes trusteeship such a compelling act of service and draws me to recommend it to others.”
At Board level charities usually rely on philanthropic, skilled, cause-driven volunteers. I have twice been a trustee, once for LGBTQIA+ mental health charity It Gets Better UK and also for videogames mental health charity Safe in Our World. Both experiences taught me a great deal about leadership and philanthropy, as well as centring giving back to those in need. This article provides those reflections, bolstered by my career in charity governance as a Governance Manager and Consultant. If you are thinking about trusteeship, this is a read for you.
1. Charities and businesses diverge significantly and if you have a business background you need to learn the divergence, usually quickly and hands-on
Purpose driven work diverges from profit driven work across many dimensions. Understanding the nature of that change is fundamental to transitioning from a business to charitable context successfully and driving impact as a trustee.
As a charity trustee you have key duties and a different governance framework to apply to your work. This is an opportunity to think laterally about the value you add to the Boardroom.
Sometimes, no-one expressly runs you through this or its implications for how you operate.
In charities everything you do is driven to deliver public benefit for the beneficiaries of your charity. Profit is seen as a surplus and accumulated as reserves. How much reserves you hold is carefully monitored – the focus therefore is utilisation of funds more than generation.
But be prepared, as many charities’ funds are under considerable pressure, sometimes existentially – the next grant application or fundraising push is never far away and in many charities is a constant focus, to ensure sustainability of their work. This is a careful balance and one that requires financial skill coupled with strategic prioritisation to identify and manage to produce positive outcomes.
2. You’re in this together, leadership is a collective but approaches diverge – always regroup
Working as part of a Board of Trustees and Directors mean being part of a collective. That collective has its own dynamics – frantic, considered, strategic, revenue-focused, impact centric… the key is to keep your eyes open and move with the cadence in a way that aligns with robust decision making and safeguarding the best interests of the charity.
Always ask yourself or others – does this serve the charity’s best interests?
I once had a time when I doubted a set of decisions would be justifiable to this standard. After speaking with a colleague, we determined that there was a red line here and worked together to ensure it wasn’t crossed at Board. Allies are everywhere, you are all pulling in the same direction here (or should be!) and being candid whilst constructive will get you far, even in the most challenging of situations. Much better to voice a concern that you think may not hold weight and have it addressed than stay silent and issues arise. Look for a Board
where open discussion and constructive challenge are a feature not a footnote – a good recruiter, such as those at Trustees Unlimited can help find you the right match.
3. Listening and learning are constant features, and will surprise you
Do not expect to get everything right. Working in charities can present numerous challenges – slim margins, funding crises, cashflow difficulties, recruitment challenges, board dysfunction and politicisation. No charity is perfect and neither is any trustee.
Being openminded, listening, learning new skills and adapting is key. Charities have just as many difficulties as businesses and the skills you are bringing from a business context will bring value. Think about transposable scenarios, transferable skills and systems-based problem solving. All these will help you be effective as a trustee and stand out in trustee recruitment.
Be prepared to decide robustly, pivot consistently, prioritise strictly and, in larger charities, delegate rigorously. Your peers are invaluable in this, asking them where they have been and how they got there will open conversations and doors to a more enriching trustee experience.
4. Pick an approach to a cause as well as the cause itself carefully and know your legacy lasts
In my experience, every colleague will have a compelling personal reason for engaging with the charity’s purpose. It’s something you share in common. If you need somewhere to start, start there.
Those conversations will drive connection and help you see how the charity expresses support for its cause uniquely. I came across a charity annual report which called beneficiaries customers, a bold move, because it reflects their ethos and how they give back to empower those they work with and foster relationships.
Find a charity where its expression of its cause matches what you are looking for. It will serve you better than going against the grain.
The most fulfilling thing I experienced was the fact that social impact leadership enables impact. That’s what your legacy reflects and in charities that directly relates to helping others. There’s nothing more fulfilling than signing off a draft Annual Report which highlights the great work you and the charity have contributed to and showcases the people you have helped throughout your hard work.
That is the most fulfilling thing about being a trustee. Having supported a cause close to your heart pays itself back in ways dividends cannot. I had a beneficiary of our charity approach a Pride Stall we were running and tell us, “You are the reason I’m still here”.
I know for every trustee there is no better feedback than that of those they have helped with their cause. It is what makes trusteeship such a compelling act of service and draws me to recommend it to others. Your legacy as a trustee ensures that your work enriches others for years to come. It’s a gift that keeps on giving, every time I see a social media post, open an email or talk about my philanthropy it’s the feature that I keep coming back to because it is so enriching. At Trustees Unlimited that impact and experience is unlocked.
Written by Suneet Sharma, Charity governance specialist as a guest contributor for Trustees Unlimited
