More Than Just Board Meetings: Building Better Support for Charity Leaders

I remember how in my early charity roles I never felt alone, despite being an outreach worker out and about every day. I had a brilliant team, and whilst I wouldn't see them every day, we'd talk, and somehow always end up at the same pub at the end of the week. I also had a great manager, regular supervision, and I knew someone had my back. I was lucky and felt the warm embrace of both formal and informal support.   

But as I moved organisations, moving up the management ladder this embrace changed. I have to say I always felt the informal support, I always had peers I could talk to, and on the whole managers I could call for a chat. But the formal support gradually fell away, supervision became less frequent (sometimes non-existent), appraisals glossed over, the focus of these formal spaces always business, and rarely me or my wellbeing or development. And even more telling inductions and expectation setting all but disappeared.  As I became more senior and held more & more responsibility I was expected to automatically to just 'know' what was required of me, and to know what I don't know (something which is simply impossible for us).   

I know this wasn't an experience limited to me and my colleagues in my pocket of the charity sector. Whilst the charity sector excels at creating support systems for the people we support, and often our frontline staff, leaders often lack meaningful support, this bears out in both my experience of coaching charity leaders, but also in the (limited) research into support for charity leaders.  

The Reality Check:  

Research paints a concerning picture: there is evidence that 35% of CEOs don’t have formal appraisals (ACEVO), and whilst researchers found that 86% of CEOs reported regular contact with their board, 62% felt they don’t get the support they need (Charity Works). So, whilst the board might be there, and available, the support leaders receive often doesn’t meet their needs. The chair might be there in a crisis when the proverbial shit hits the fan, but this is not enough.

Why Formal Structures Often Fall Short:  

Even when regular one-to-ones exist, they typically focus on strategic and operational needs, leaving little space for the CEO's development and wellbeing. This gap isn't surprising: boards have limited time, and the CEO-board relationship differs fundamentally from traditional management structures. CEOs report multiple barriers: lack of time and resources, inadequate support systems, and trustees who may not fully grasp their daily challenges. 

The Missing Pieces:  

Leaders need more than just strategic & operational oversight. They need practical support from a board who understands what it's like in their role, and the impact of the challenges they face. They need spaces where they can be vulnerable, where they can learn from peers who understand their challenges, and where they can focus on their own growth. Most importantly, they need time and space for reflection - something that's often sacrificed in the rush to meet organizational demands.  

Why this is Crucial:   

An organisation's health directly reflects its leadership's wellbeing. When CEOs lack proper support, it affects decision-making, strategic planning, and team morale. Even the most dedicated leaders can't fully protect their teams from the ripple effects of an unsupported top; teams will start to mirror the CEO 

Practical Steps:  

If you're not getting the support you need, here's what you might want to consider: 

- Put aside time to identify what support you are getting and what you feel is missing. Think about who is best placed to provide this for you.  

- If you don't have regular, scheduled one to ones with a member of the board, ask for these to be scheduled in for the year ahead  

- Agree with the board what you need from them in terms of support, contact and expectations to do your job, and what they feel they need from you.  

- Finding and connecting with peer networks – are you making use of local and national networks, such as ACEVO or Voluntary Action groups.  

- Using existing sector networks in new ways – who within the sector can you build stronger more supportive relationships with  

- Coaching as a solution – coaching can provide a protected time for reflection, consolidation of learning and implementation. It can enable leaders to find the perspective they need when overwhelmed and exhausted. 

Remember: accessing real support systems isn't a luxury - it's essential for sustainable leadership. Start with one small step this week, whether that's scheduling a regular check-in or reaching out to a peer network. Your leadership journey doesn't have to be a solo.