What every charity can learn from starting bold conversations
The Robin Cancer Trust was founded in 2012 after my brother Robin tragically passed away from germ cell cancer at the age of 24. At that time, conversations about testicular and ovarian cancers, particularly among young people, were rare, stigmatised and often avoided until it was too late. We set out to change that by creating a charity dedicated to awareness, education and support.
Today, we operate out of the East of England with a growing national reach. Our work is delivered by a small but dedicated team of nine staff across operations, service delivery, marketing and income generation. Alongside our staff, we rely on a committed network of volunteers, ambassadors and trustees who share the same determination to save lives through awareness.
Our service delivery team spends much of their time in schools, colleges and universities delivering life-saving cancer awareness talks. These sessions are designed to break down stigma, educate young people about the symptoms of testicular and ovarian cancers, and give them the confidence to seek medical help if something doesn’t feel right. We also distribute tailored support packs at community events and online, ensuring practical information reaches people when they need it most.
Fundraising is diversified deliberately. We run digital campaigns, community events, partnerships with local sports clubs, and headline-grabbing initiatives such as the “Big Ballsy Challenge”. We invest heavily in communication, not just to raise funds but to normalise bold, honest conversations about cancer.
Every social media post, school talk or marathon costume is designed to reach new audiences in ways that feel authentic and memorable. That mix of service delivery, culture, communication and fundraising is what keeps us going, and it’s where bold conversations play a crucial role.
Why bold conversations matter
The UK charity sector today is crowded, scrutinised and often under-resourced. Donor fatigue, cost of living pressures, and media scepticism mean it’s harder than ever to cut through. Many charities fall back on statistics and polite campaigns, but for younger audiences especially that isn’t enough.
At The Robin Cancer Trust, we’ve found that the willingness to be bold is what makes the difference. Walking into the Brighton Marathon in a giant testicle costume might sound ridiculous, but it sparked conversations that wouldn’t have happened otherwise. It led to interviews on BBC Radio 2, podcasts and thoughtful messages with donations from people who remembered seeing us months earlier.
The humour and shock value opened the door, and once inside, we could deliver a serious message that ultimately saves lives.
This spirit runs through to my own fundraising. The “Big Ballsy Challenge” is my personal commitment this year to putting myself out there in bold, physical ways, from ultramarathons to endurance events, as a way to start conversations. Each mile is a reminder that embarrassment should never stop anyone from checking themselves or seeking help.
Bold conversations aren’t just about costumes or stunts though. in fact we have found that they’re noticed because we are vulnerable, authentic and willing to challenge convention. For charities of any size or focus, that approach can create deeper trust, stronger connections and greater impact.
Embedding boldness in our culture
Culture is where bold conversations begin. You cannot expect staff to be courageous with beneficiaries or funders if the organisation itself is timid. That’s why we build our culture around clarity and values from the very start.
Our recruitment materials don’t hide who we are. We state our values up front and make it clear: if our mission and tone don’t resonate with you, this might not be the place for you. It’s better to filter early than hire someone who won’t thrive in a bold, values-driven environment.
Once on board, staff are encouraged to live the culture daily. That means our service delivery team is empowered to bring honesty into schools, and our marketing team is encouraged to push creative boundaries while still staying responsible. Trustees and senior leaders also have to embody this culture. We work hard to ensure our board is representative in terms of age, gender and lived experience, and that it stays closely connected to the communities we serve.
For other charities, the lesson is simple: your culture is your compass. Make it explicit, live it visibly and recruit people who are genuinely aligned with it. Bold conversations become natural when culture supports them.
The role of trustees
Trustees have a particularly important role to play in making bold conversations possible. A board that is too cautious can quickly dilute creativity or silence important voices. At the same time, boldness must be balanced with responsibility.
I’ll give one example. At one point I wanted to project a cancer awareness message onto the Houses of Parliament. It would have been eye-catching, but also illegal. Our trustees rightly reined that idea in. They weren’t dampening our spirit, they were protecting our reputation and keeping us on the right side of the law. That balance of support and accountability is exactly what trustees are there for.
We also ensure trustees are connected to the people we serve. Whether through subcommittees that involve young beneficiaries or regular community engagement, trustees hear directly from the people most affected by our work. It keeps them grounded and helps them understand why bold conversations, even ones that make some people uncomfortable, are essential.
For other boards, the takeaway is this: bold leadership needs brave trustees. They must be willing to back creative ideas, accept calculated risks, and live the values themselves, while also ensuring lines are not crossed.
Practical management lessons
From our journey so far, there are several practical lessons I think any charity can take away:
DIVERSIFY INCOME STREAMS. Bold conversations alone won’t keep the lights on. We’ve built a fundraising mix that includes digital campaigns, events, partnerships and community fundraising. That reduces reliance on any single source and ensures sustainability.
CO-CREATE WITH YOUR COMMUNITY. Don’t design services in a vacuum. Every talk we deliver, every pack we distribute, is shaped by feedback from young people and families affected by cancer. Their voices guide our work daily.
EMPOWER STAFF TO “MANAGE UP”. Leaders don’t have a monopoly on good ideas. Encourage staff to challenge you and push boundaries. Some of our best campaigns have come from conversations where team members asked, “Why not?”
BALANCE BOLDNESS WITH GOVERNANCE. Creativity must be paired with accountability. Strong boards know when to say yes, when to say no, and when to refine an idea so it works.
USE HUMOUR AND HONESTY WISELY. Being memorable doesn’t mean being reckless. Our campaigns work because they combine humour with clear, medically accurate messages.
Internal and external conversations
Bold conversations happen inside organisations as much as outside. Internally, we’ve made space for open debate at board level and across teams. That includes being honest about what doesn’t work, learning from mistakes, and ensuring the voices of young people, our beneficiaries, are present in decisions. For me, hearing directly from a 16-year-old about why awareness matters is far more powerful than any report could ever be.
Externally, bold conversations are about vulnerability and listening. We don’t just broadcast messages; we ask communities to tell us what they need. That shift in power is important. It reminds us that charities exist to serve, not to dictate. Boldness here means being willing to admit we don’t have all the answers and letting beneficiaries shape the response.
Another thing we’ve learnt is that being bold doesn’t always mean doing something big; it can be grassroots, quiet and local like our Essex-based “Pants To Cancer Walk”. It could be a conversation in a classroom, a small event in a community hall, or a young person speaking up about their health, which can be just as transformative as a national campaign.
Bold conversations are not optional
Bold conversations are not about shock for shock’s sake. They are about courage, honesty and connection. For The Robin Cancer Trust, they’ve been the difference between being ignored and being remembered, between silence and life-saving awareness.
For the wider charity sector, the lesson is simple - bold conversations are not optional. In a world full of noise and uncertainty, they are a survival skill because they strengthen culture, empower staff, engage trustees, and build trust with the communities we serve.
So, whether you’re debating a new fundraising strategy, designing a service, or simply reviewing your culture, ask yourself this: are we being bold enough? Are we asking the difficult questions, listening deeply, and willing to push boundaries responsibly?
If the answer is yes, then you’re not just starting conversations, you’re shaping the future of your charity, and in the right circumstances, you’re saving lives.
