Interim Chief Executive

That’s entirely understandable. The Charity Assurance Review is free and places you under no obligation, and it will help the board decide whether further support would be useful. Sometimes a different perspective can help to build stronger foundations and move things forward.

We are a small charity. Is this suitable for us?

Yes. Good governance and leadership should always be proportionate to the organisation, balanced with the requirements the Charity Commission and other regulators place on all charities. My experience across small and large organisations helps me judge what genuinely matters for yours, and what doesn’t.

Do you need experience in our particular cause?

An interim chief executive needs strong experience across governance, finance, people and fundraising. My work has spanned homelessness, early years, maternity safety and national policy, and an independent view often sees what those closest to the organisation have come to accept. At this point, you don’t need a specialty expert, you need a leadership expert.

How quickly can you start?

It depends on my current commitments. If I am not already on assignment, it is not unusual to start within four to six weeks, and I will always be clear about my availability in our first conversation.

We only need part-time support. Is that possible?

Yes. Assignments can be anything from one to four days a week, depending on your needs and budget. If your chief executive is in post but would benefit from experienced support, the Transformation Partner option may be a better fit.

Would you apply for the permanent role?

No. My role as interim chief executive is to stabilise the organisation and prepare it well for its permanent leader. Not applying for the post keeps my advice to the board independent and ensures everybody knows where they stand. It’s important that staff have clarity on this as well as the board.

How do you support staff through uncertainty?

Staff are kept informed, listened to and involved in shaping the plans that affect them. Stability for staff is one of the first priorities of any assignment, and inclusive practice is really important to me, so I use different ways to communicate with staff regularly, such as weekly reflection emails, meetings every other month and engagement in board meetings.

What if you find problems we cannot afford to put right?

Identifying a risk doesn’t mean everything has to be resolved immediately. Urgent matters are addressed first, and everything else is planned realistically, within the resources you have. It’s better to know the problem and plan for it than keep it hidden and deal with it when you’re in crisis. I work on a ‘no shocks and surprises’ basis.

What if something sensitive comes to light?

It is far better for the board to learn of it first, with the opportunity to respond properly, than to hear of it from a regulator, a funder or the press. Sensitive matters are always handled with discretion, urgent matters are prioritised, and difficult conversations are approached carefully and compassionately.

Is your approach quite academic?

I am very practical in my approach and generally think of myself as a ‘pracademic’ rather than an academic. What I do is charity leadership, and how I do it is through self-aware leadership. What and how work together to create my approach. My learning has impacted how I work with people and develop an inclusive culture.