Running the organisation rather than governing it. Deciding what the charity does next and what it stops doing, planning at a scale you can deliver, managing people and volunteers, and holding things together when capacity is the constraint – which in a small charity it usually is.
Why the Case Closing Isn’t the End You can usually feel it before you can name it. A grievance has been resolved, or an investigation has concluded, the paperwork is filed, and the process is formally over, and yet something…
Try finishing this sentence out loud, in your own words: “If our work succeeds over the next five years, the thing we exist to address will…” Most charity founders or trustees can start that sentence. Many find they can’t quite…
Your Board Looks Fine. You Won’t Know If It Is Until Something Goes Wrong Picture a board that has everything right on paper. The trustees are experienced and committed. Meetings happen on time. The papers go out in advance. The…
Five Patterns to Spot Before They Break Here is what keeps small-charity CEOs awake at three in the morning. It is not the fundraising target. It is not the trustee meeting next week. It is the feeling that something is…
A volunteer offers to help. You say yes. In that moment, your charity has taken on a set of duties, and the board may not have noticed any of them. Articles about volunteers are usually about finding more of them.…