Being a trustee is more than just about governance
The UK has a remarkable million (plus) trustees who guide and govern almost 200,000 charities across the nation - an enormous commitment of voluntary support which provides the foundation for all that is achieved across the sector. The governance model is the USP of the sector, and the role is a serious one, bringing with it a weighty responsibility and potential personal liability for the individuals who take up the positions.
Understandably, the focus is on these serious and essential requirements when we aim to recruit new board members, but let’s be honest: which trustee, when asked, would say they are giving their time out of a yearning desire to govern? This was certainly not at the top of my list when taking on trusteeships! I have primarily been driven by a passion to achieve the organisational mission and personal motivations to be part of a community.
Having also worked as a staff member in charities for almost thirty years, I understand the wider role that the board members can play - and the amazing impact these individuals can have way beyond the legal governance if these attributes are established and nurtured beyond “just” the quarterly meeting. Using a few personal examples, I’m delighted to share with you some tips to help you think beyond the traditional relationship which can bring benefits to both the charity and the individual alike.
Trustees supporting leadership development
Like many others, my career in fundraising began by chance rather than design when I spotted an opportunity at British Red Cross to develop their retail activity. This felt like a much better fit for my values in life compared to the management programme I was on at Marks & Spencer. So, I joined a national charity with pretty much no idea how such an organisation worked, but with incredible energy and motivation to support the cause.
The governance structure was a mystery, and I suspect would have remained so, had I not had an amazing manager who believed in breaking down the hierarchy. If you had worked on a project, you should be the one to present this to the ultimate decision makers. Scary – yes but also exciting, motivating and an incredible opportunity to develop confidence, knowledge and skills. Those meetings remain some of the most memorable in my career, and played a valuable role in learning the ropes of governance.
In a later role at Action for Children, a member of the board who had relevant specialist commercial property knowledge became my mentor whilst we underwent a development programme for the retail chain. This member understood the aims of the charity, and had a stake in the success of the plans which fast tracked the discussions.
I gained invaluable insight, and an expert perspective, which was a fantastic addition to the internal management support. It built confidence and skills at an accelerated pace, and I hope it was also a useful lens into the working of the charity for my mentor. I feel incredibly lucky to have had access to such guidance at an early and pivotal point in my leadership development.
Challenges of trustee recruitment
There are plenty of statistics around the make-up of UK trustee boards. It is a well discussed issue that the majority of trustees are white, over 60 and male, and that recruiting a more diverse board is often challenging, but most definitely needed. In recent years, the media emphasis on the responsibilities and issues of governance may arguably have added to the recruitment challenge despite the absolute need for trustees to take on these responsibilities knowingly and seriously.
Understanding that trustees volunteer to meet their personal motivations and appealing to these when making the recruitment approach will help to attract committed individuals who will actively contribute.
I became a trustee at the Psoriasis Association, having been a member, and then responding to a specific ask for new trustees with fundraising expertise. The process was structured and professional with an application and interview, and gave a chance for both sides to explore what was expected and needed. This really worked for me as I could clearly see how my input would be used, and that it enabled me to offer tangible positive support to the charity beyond just attending meetings.
Establishing the terms of the relationship in this clear and transparent way was hugely positive, and made me want to give much more than attending a meeting every few months. It also set out on both sides the commitment which was involved both during the term of office, but crucially, also how the relationship should reach its end.
Both individuals and boards can get into situations where it would be in the best interests or be a desire for trustees to move on, but actually letting go can be awkward and not the easiest issue to face, even though included in the governing document. I know I will be given a chance to move on as a trustee without any uncomfortableness at the end of the three years, and likewise, I will also be mindful to step aside should the charity then need a different mix of expertise and knowledge to achieve the mission.
Some may feel this is too formal, particularly maybe for small charities, but I would recommend boards taking the time to go through this process for the benefits it brings.
We need trustees from a broad background of experience, but a good place to start is certainly within the sector itself. My own trustee experience in recent years has given me a valuable new perspective in my professional role, and I wish I had been encouraged to take up a trusteeship much earlier in my career. This never came up in career planning or development discussions, although this is starting to happen much more often, and I certainly advocate this with younger leaders who can bring a much needed fresh perspective to a board whilst learning much themselves.
Enabling wider trustee contributions
Whilst not feasible in all cases, there is much opportunity to involve trustees beyond the boardroom and beyond the important traditional role of access to networks and contacts. This can be a tricky balance to achieve, and I advocate trustees providing additional input where the need is identified and welcomed by the executive, and not pushing the agenda themselves. Having been on both sides of the table I think the most important areas for a trustee to be mindful of are the boundaries and scope of the relative roles of staff and board members.
I have been delighted to contribute to a recent membership review as a trustee, and undoubtedly this has cemented my commitment to my role of support, and made me feel valued and motivated. I’ve also been able to work more closely with the staff team, and now have a much better knowledge and understanding of how things work, which will in turn make my wider trusteeship better.
This has worked through a clear delegation of the project from the board, and clarity of what was needed being led by the staff team. Another great enabler which maximises the opportunity for diverse trustee input is that the meetings are held at the end of the day, and can be attended around professional life. Not always the best for the staff team, but a consideration when aiming to recruit more widely.
In summary, whether you are a trustee or a manager, consider how you can go beyond the boardroom with these tips:
- Give access to the board for wider members of the staff team – get them to present and discuss key projects.
- Involve trustees as mentors to support staff development.
- Hold some meetings outside traditional office hours to enable a wider audience of potential trustees to get involved.
- Don’t be afraid to ask trustees to get actively involved outside of meetings – they will say no if they are unable to help.
- As a trustee, offer your support outside of meetings, but don’t be offended if it is not needed – trust the staff to use your skills well.
- Ask why trustees chose to get involved and what it means to them, and use this to involve them more.
- Educate all charity staff on the governance structure, and encourage considering trusteeships as part of personal development plans.
- Recruit trustees using structured application and interview processes.
- Have clarity about the end of tenure process, enabling individuals and the charity to move on gracefully.
In my new role as CEO of SongBird Survival, the board are very much actively involved and I am enjoying getting to know them individually and establishing the mutual expectations of our working relationship. Open and honest conversation about where we are all coming from is key and I’ve welcomed their generosity in taking time to talk with me during my first weeks whilst I put my tips into action. A priority is to add to our board with one or two new trustees – why not put these tips into action and find out more about us or recommend applying for the position to one of your team!
