Trustees’ Week tips from around the sector

Trustees’ Week has begun! It’s a tough role with a lot of responsibilities. To help guide you in your trusteeship, here are some tips from a handful of brilliant charity sector trustees…

Recognise the scope and limitations of your competence 

Here’s some advice on your responsibility as a Board member from William Butler is the Chair of Trustees at DSC: 

“In my experience, a key responsibility of a charity chair is to ensure that the Board recognises both the scope and limitations of our competence. Consequently, we need to appreciate that our organisational oversight role recognises that while we are ‘accountable’ for the success of our charitable mission, it is our trusted staff who are ‘responsible’ for its delivery. Consequently, as a board we should focus more on ’why’ our charity is undertaking particular activities, rather than micro-managing ‘how’ to make things work in practice.” 

Lean into what makes you uncomfortable 

Here’s a tip from Zoe Amar, Charity Digital Trustee, on the importance of getting out of your comfort zone: 

“I became a trustee in my mid 20s (which is a long time ago now!) and it taught me that one of the best ways you can help as a trustee is to ask the questions that everyone else is scared to voice, or to name the issue that is the elephant in the room. In my view, board cultures should never be cosy, and if conversations get stuck you may have to be the grit in the oyster. A really good Chair will create psychological safety amongst the board so that everyone feels comfortable to speak freely, and it’s important to do due diligence on whether they nurture this proactively before joining a board. In the past, I have learned this lesson the hard way.” 

Have thorough, honest and fearless conversations 

Here’s a tip on not holding back from Dhillon Shenoy, one of DSC’s brilliant trustees: 

“It won’t always feel easy to openly say what you think, but as a trustee it is your duty to do so. If you don’t, it is not good enough to say that you were uneasy or uncomfortable with a decision later if you didn’t contribute your view at the time, like some retired politicians do in their memoirs. You also need to develop your ability to phrase what you think in a way that feels helpful, supportive and persuasive to the rest of the board and the executive. This isn’t an easy balance to strike, and it may take time. But especially if you’re the sort of person who would not describe yourself as outspoken, I would recommend that you err on the side of being forthright rather than being sensitive. If your working relationships with fellow trustees and the CEO are reliant on you telling them what you think they want to hear, rather than on mutual respect and trust where everyone can honestly share what’s on their mind, you will probably struggle in the moments and pinch points when it matters the most.  Always remember that buck ultimately stops with the board (your fellow trustees and you!), so if you’re not used to having thorough, honest and fearless conversations, then this is your opportunity!”

Prioritise your time and the people 

Committing to your role is an important step, Nicky Murdorch, trustee at The Veterans’ Foundation, shares a few tips on what aspects of your trusteeship you should prioritise: 

“Being an effective trustee takes hard work and commitment. Don’t take a role if you have not got time to add value to the board, the executive and the charity. Get to know the people, fellow trustees and the organisation. Make sure the board does its job; “eyes on, hands out” it is the trustees Governance role that will allow the charity to thrive and grow. It is not the CEOs charity.”

If you don’t ask, you won’t get 

Everyone takes on information differently. Andrew Purkis’ tip from DSC’s Board encourages trustees to ask for what you need from staff. 

“Always ask the staff for what you need as a Trustee, especially what kind of papers you do and don’t want. Ask for a simple cover note on papers to tell you who has contributed and what decision, if any, is required of the Board. If it’s a mass of financial figures, ask them to add key summary points for Trustees. When you want a paper to digest carefully, not just a verbal discussion, say so. Don’t bottle it up!”