User's Tags

Other Blogs

  • 10 Oct 2016
    Since the inaugural Small Charity CEO Support Network event (must find a catchier name for this – suggestions welcome!), I’ve been considering the feedback of those who joined us, and researching peer support and peer support networks. I’m a firm advocate of the KISS principle (Keep It Simple, Stupid), and everything suggests this network should be simply that – a peer support network. We are not alone It quickly became clear from contributions, networking and feedback that what leaders of small charities want and need from this group is the chance to share problems and challenges confidentially, with those in the same boat; to explore potential solutions and develop their knowledge; to get support. As soon as we understand that we are not alone, the load (and the isolation that can come from being at the top of a small organisation) lightens considerably. There are some superb services out there providing lifelines for CEOs who need practical and legal support – such as ACEVO’s CEOs in Crisis service. However, I (and many of you) know from painful experience, that prevention is better than cure. Those who have faced similar challenges and feelings can be better placed to offer the kind of support that prevents crisis. It is critical that the sector galvanizes to support this group of passionate and committed professionals and their charities, to avoid crisis and burnout, and the toll that takes on mental and physical health. Preventing burnout and preserving strong mental health in this valuable group of sector leaders requires more than practical approaches. Peer support offers benefits that are the fundamentals for effectiveness and strong performance As peer support develops as a practice, research is increasingly finding that sharing challenges with peers who have lived experience of the same issues increases knowledge, confidence and effectiveness, and decreases anxiety, isolation, depression and suicidal ideation. Peer support provides hope, helps people make sense of their situations, find meaning in their lives, take control over their destinies, develop their knowledge-base and manage their challenges. The power of social networks has become increasingly apparent over recent years. I believe passionately that a national peer support network of small charity CEOs can not only improve the mental health and effectiveness of leaders in our wonderful, innovative and highly professional sector, but also thereby improve the efficiency of our hundreds of thousands of small charities. I believe passionately that structured support is needed for small charity CEOs. This means support for charities and ultimately better services for our beneficiaries – a goal we should all aspire to. Since its launch, there has been a phenomenal amount of interest in the network from individuals, groups and organisations; this suggests there is an appetite for change in the sector. The CEO network is an influential group of innovative and skilled leaders, committed to peer support, and that’s a step towards change for the better. So, if you’re a small charity CEO and you’re wondering about whether to join the network, please don’t hesitate. It is full of fellow small charity experts who can help you solve your work challenges! It is full of people who are tackling the same issues as you and probably feeling the same way too. It is full of people ready to support you, and that means support for your charity, your beneficiaries, volunteers, staff. Some of you have already suggested topics for discussion, such as managing workload, when to outsource, finding a mentor and many more (we will be exploring your ideas for future sessions during the event!). The group is restricted to charity CEOs, Directors and Leaders – whether a registered charity or informal voluntary organisation, whatever the legal structure – you are welcome. We will observe Chatham House rules – you can speak freely and be heard. At each monthly meeting, someone from the network will present a problem, challenge, solution or simply their thoughts on a topic, and the group will then do their magic! There will be plenty of networking time too. I look forward to seeing you in October, and setting out on this journey with you!   Jane Hudson Jones is CEO at Lotus Consultancy & Coaching: www.lotusconsultancy.org    Follow @jane_ceo    Found this article useful? Why not read more by this contributor?   The loneliness of the Small Charity Chief Executive   
    1293 Posted by Jane Hudson Jones
Tips & guides 3,134 views Oct 03, 2016
The Loneliness of the Small Charity Chief Executive

You wake at 5am, bleary eyed, from a troubled night, the alarm saving you from sinking back into sleep. You don’t feel rested today.

Around 3am you were surreptitiously whispering into your phone’s audio recorder. Your partner heard you anyway, and so your work disrupted their sleep once again. Yes, that’s right – you were working. Adding to your to-do list – operational tasks you’ve remembered that slipped under the radar earlier on. An exciting idea for fundraising that you really must explore. A difficult staff appraisal to prepare for. Inspiration for solving a common problem a beneficiary told you about over coffee. Worrying about covering the budget without any statutory funding. Wondering how much more you can ask your heroic staff to take on, over and above the 45 hours a week they already work, for a salary that is modest to say the least. Wondering how you will cope with tomorrow’s challenges without a decent night’s sleep yet again, and feeling overwhelmed…

 

Yes, I feel your pain, because I’ve been there.

I’ve been a new small charity Chief Executive and I’ve been a seasoned one – and I know it doesn’t feel much easier either way. Feeling overwhelmed can dampen all the passion in the world.

Why is this peculiar to small charities?

Because conventional organisation structure – Board, CEO, staff – applies to small charities too, but doesn’t fit. Four or five key, but junior people staff the majority of small charities. So the small charity Chief Executive is also the Director of Finance. Director of HR too. And Director of Fundraising. Yes, and Service Director. Oh, and Facilities Manager and PA. And don’t forget they’re the Chief Executive, responsible for strategy, ambassadoring, leading and thinking – those exciting and wonderful aspects of the role that they rarely get time to do.

I know of small charity Chief Execs who literally work round the clock, sending emails at 1am on Monday morning, just to be able to keep up with a workload that is Herculean in breadth and volume. I know some live on the verge of breakdown. All Chief Executives, in any sector or organization, expect a heavy workload, but this is a real structural problem for which there seems to be no impetus to change. There’s no time for that, and perhaps there are appearances to keep up.

There are no peers for the small charity Chief Exec – no one within the organisation you can talk to for support. This is a long distance runner who carries a whole organisation on their back.

Can this really be acceptable? And how does this segment of the wider sector find the time to fight back against the current charity-bashing trend (which could actually be one manifestation of a paradigm change for the sector, but that’s another blog!).

Trustees of small charities can often be found feeling depleted – they generally take a far more hands-on role than their colleagues in big organisations. But it is the Chief Executives who are paid to run the show, and – given the current structure - there’s a huge amount of pressure to perform. All of this usually with ever decreasing resources. Of course Chairs can and should be a strong source of support and partnership for the small charity Chief Exec, though in reality it doesn’t always work out that way. I’ll talk about working relationships in small charities more in a forthcoming blog.

97% of registered charities are defined as ‘small’ – that means there are up to 155,000 small charity Chief Execs in the UK (Small Charities Coalition, 2016). I have begun to wonder why this ill-fitting structure exists for the majority of the sector. I don’t have answers yet, but I hope to find them in partnership with sector leaders.

So I’ve taken the plunge and gone freelance to unleash my passion for supporting charity leaders and their teams.

With a fellow former small charity Chief Exec (who calls herself a ‘reformed Chief Executive’) I’m setting up a peer support system for this dynamic and dedicated, but beleaguered group. We’re not sure exactly how it will look yet – we want your steer on that, but we know from our networks that it is much needed. We know that it will be a supportive group, but also an expert group that comes up with solutions to common problems. Hopefully we can work together to find support and innovations. Watch this space!

Jane Hudson Jones is CEO at Lotus Consultancy & Coaching: www.lotusconsultancy.org 

Follow @jane_ceo 

Found this blog post useful? You may also like:   

How Google Grants can provide £78,000 to your Charity

Shining a Bright Light on local charities

NCVO, FSI, Sported & SCC offer free Localgiving memberships