The textbook answer is the induction briefing. However, if a trustee board culture is pretty slack or indifferent, and the senior paid staff member (if any) does not or is not permitted to do this properly, then there is a problem. A lone conscientious trustee can be seen as just being fussy or nitpicking and marginalised. Perhaps the ideal would be a national network of volunteers with trustee experience, prepared to visit local charities and brief entire boards, or hold briefings for new trustees perhaps hosted by a larger charity. Maybe free except for travel expenses or maybe charging a modest fee depending on the size of the charity. But who would set this up?
Continual professional development is vital for trustees to succeed and this needs to be set in motion by the Chair in partnership with the CEO.
One of the reasons that so many charity boards are struggling at the moment is because of complacency and the lack of good board leadership.
Unfortunately, the banking sector has not set a good example as we are all seeing at the moment. However, the charity sector must set a good example and treat charity work at board level with the respect it deserves. After all, it is public money which we are accountable for spending.
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The textbook answer is the induction briefing. However, if a trustee board culture is pretty slack or indifferent, and the senior paid staff member (if any) does not or is not permitted to do this properly, then there is a problem. A lone conscientious trustee can be seen as just being fussy or nitpicking and marginalised. Perhaps the ideal would be a national network of volunteers with trustee experience, prepared to visit local charities and brief entire boards, or hold briefings for new trustees perhaps hosted by a larger charity. Maybe free except for travel expenses or maybe charging a modest fee depending on the size of the charity. But who would set this up?
Hi there
Continual professional development is vital for trustees to succeed and this needs to be set in motion by the Chair in partnership with the CEO.
One of the reasons that so many charity boards are struggling at the moment is because of complacency and the lack of good board leadership.
Unfortunately, the banking sector has not set a good example as we are all seeing at the moment. However, the charity sector must set a good example and treat charity work at board level with the respect it deserves. After all, it is public money which we are accountable for spending.
best wishes
stefan kuchar
investing in governance