Do you have to have done something first to train others?

Ok, let's get a controversial one out there and please feel free to shoot me down! I'm prepared to be challenged on this one as I am on all my blogs. And remember, this is my personal opinion rather than that of my employer!

There are lots and lots of consultants and trainers out there in our sector who have set themselves up as experts. My question is, have they ever achieved personal mastery in the subject in which they claim expertise, or have they simply learnt it through researching the subject? Or maybe a bit of both? And does this matter?

Some will argue that if they are a great presenter, an inspirational speaker, an effective facilitator, have plenty of case studies and anecdotes, bring out the best in their students, does it really matter if they have never done it or been very good at it?  I think there are some real exceptions to the rule, and it is certainly possible to study mastery and describe that to others, and perhaps that is what some do.

There's an old saying along the lines of 'those who can't do it teach it.' Well I have always thought that this was a load of rubbish, and I would like to think that in the majority of cases, in a sector full of highly intelligent people, you would get found out very quickly. In my opinion the best trainers and consultants are the ones who are 'doing the do' as well as 'talking the talk'!

For me it's a bit like asking people for money. How can you authentically do this if you are not already giving to the cause yourself? Yet lots of people do, especially professional fundraisers but also trustees. I always make sure I give to a cause before I ask for money on their behalf.

Similarly I can't see how you can train someone on something you have never done your self, or have not got a great deal of experience in. For me it's all about credibility. What happens if one of your students asks 'Can you tell me how you have personally ....' What do you do if you don't have that experience? Lie? Therefore I personally would not be happy to teach something I have never done.

So what would I do if I wanted to hire a trainer or consultant for my organisation? I would want to see their CV to ensure that they had the experience they claim to have had. If they say they are an expert in major donor fundraising, how much have they personally raised? If they say they are an expert in direct marketing, what type of campaigns have they managed and delivered and what size. If they say they are an expert in leadership, what leadership roles have they held? In addition I would ask for a free demonstration session to make sure I was happy with the standard of their training. Any trainer worth their salt would do this as it would pretty much guarantee new business if they are as good as they say they are. It's also good to see them in action first; just because someone is a subject matter expert, that does not make them a great trainer! This is certainly how we hire our trainers at the Institute of Fundraising.

I think there are some exceptions to the rule. These are the teaching of qualifications, where I think the most important thing is knowledge of the subject. Of courses it helps if this knowledge is combined with practical experience and skills. The other area is coaching, where it is the skills of the coach rather than their subject matter expertise that counts.

So what do you think? Let me know!

Heaven or hell, or maybe somewhere in between? The crucial relationship between Charity CEO and Chair.

I'm going to put to one side my continued frustration about the highly distracting and damaging public debate about about senior executive salaries in the charity sector. I, like many others, have said their bit. 

This week I wanted to focus on the crucial relationship between a Charity CEO and her or his Chair of Trustees. 

Why have I chosen this subject? Well, I have just been elected as Chair of Trustees at the charity at which I have been a trustee since 2009. It is a wonderful international children's charity called ChildHope and I am proud and very honoured to have been given this opportunity. After our last trustees meeting, where my election as Chair was formally announced, my CEO Jill Healey emailed the outgoing Chair and I a paper entitled 'A Marriage Made in Heaven. The Relationship Between Chairs and Chief Executives in Charities' by 2011 Fellow of the Clore Leadership Programme, Penelope Gibbs. This coincided with me having read the previous week an article in Third Sector entitled 'Chief Executives Under Pressure'. So I thought this would be a good subject for my weekly blog.

I was struck by the statistics quoted by Jenny Berry of ACEVO in Third Sector, that almost 50% of the calls to the ACEVO CEO crisis helpline were from CEOs who had a problem with their relationship with their Chair. Penelope Gibbs' paper helps to provide a really good explanation for what can go wrong with the relationship and what can go right, as does Jenny Berry's frequent recommendation to CEOs that they need to work on the relationship 'like a marriage'.

It seems like there are some key factors to the relationship working. The first is a 'flexible understanding of roles and responsibilities'. Now this for me is crucial. The relationship with my CEO will change from how it is now as a trustee to how it will be when I am an experienced Chair. The fact is I have never chaired a board before, so this will be a massive learning curve for me. I am quite clear about my role and how it differs from that of the CEO, but we will need to agree these roles early on in our relationship. My CEO will also have to accept that the way I want to run the Board will be very different to the way it was managed by the previous Chair, as will the way I want to manage her. Note to self: agree the ground rules, roles and responsibilities and keep them flexible.

The second factor is the 'ability to challenge and accept challenge'. Again this is crucial. Going back to my own situation, I am confident that Jill will allow me to challenge things where appropriate and likewise I would expect her to challenge me. We have different backgrounds and areas of expertise and experience, and we need to make sure that the way we lead the organisation takes full advantage of these differences. I look forward to this dynamic greatly and will enjoy the learning I gain from it. Note to self: challenge! If you always do what you've always done, you'll always get what you always got!

The third factor Gibbs identifies is 'skills of empathy, communication and managing the board'. Well I would like to think I have these qualities and skills. I use them every day in my life as a senior manager, and feel I can transfer them to my role as Chair. The bit I have no prior experience of is managing a CEO. Yes of course I have managed CEOs 'upwards' but never in a formal relationship. Again, I am looking forward to the learning this will give me and I am hoping that my learning will benefit me in my day job as well as as a volunteer.

The fourth factor is 'skills of  on the part of the CEO'. I would have thought this applied to the Chair too. I can only imagine how difficult it must be for a Chair who is passionate about the cause they represent and wants only the best for the organisation to be faced with a CEO who does not have these qualities and skills. What this can cause is conflict between the CEO and their staff team and the CEO and the Board. One hears about these so-called 'psychopathic leaders' and I can only sympathise with the organisations that have to work with them. I am grateful that in my first role as Chair I will not have to face such a situation, and that my CEO has humility, communication and self-awareness!

'Commitment to the cause' is the fifth factor and this goes without saying. I would be surprised if commitment is the issue, but a mutual understanding of the vision and mission might be. I can think of organisations where the CEO and Chair have a differing views on the mission of the organisation, and this can cause issues for both meeting beneficiary needs and trustee and staff morale. A similar situation might exist where the Chair and CEO disagree over vision and mission. Note to self: Make sure we have a common understanding of the vision and mission (I am sure we do, but useful to check!)

The final factor is the rather hard to describe issue of 'getting on'. Now this is about personal chemistry. Do you get on as individuals? You don't need to have anything in common but the organisation itself, but the CEO and Chair need to get on as individuals, and as we saw at the start of this blog, one needs to work on this 'like a marriage'.In my opinion, and that of some that Gibbs interviewed, you don't need to be friends although you do need to be friendly. In fact being friends can make it harder, because at some point as a chair you will have to make a difficult decision or say something that your CEO will not want to hear.

In addition to these factors I would like to look briefly at a couple of things that I think will help make the relationship work. Firstly the Chair should have a good induction. They should meet key staff members to learn about what they do, and what their priorities are. This should at the very least include the entire Senior Management Team. Secondly there should be formal 1:1 meetings between Chair and CEO; action points should be agreed and minuted. Thirdly there should be a formal appraisal process, providing the opportunity for the Chair to collect feedback on the CEO from their team and also for the CEO to give feedback on the Chair. Finally I think there should be a clear 'contract' between the CEO and Chair; this will clarify respective roles and responsibilities and also clarify the level of support the Chair is able and/ or expected to provide. 

I'd love to hear from you if you have any hints or tips about how I can be a better first-time Chair!

The seven habits of being a great charity trustee

During my time in the non-profit sector I have come across some great trustees, some average trustees and some not-so-good ones. So what makes a great trustee? In this blog I draw on my experience of being a trustee of two organisations and my observations of trustees in charities I have worked in or been involved in. This blog may help you to be a better trustee, to see whether trusteeship is for you, or simply to confirm you are doing a great job. If it does any of these things, my Saturday morning has been worthwhile!

My first observation is that trustees should choose the right cause. You need to be passionate about the cause you volunteer for. You need to be able to demonstrate that passion to fellow trustees, charity staff and volunteers and to the outside world - supporters and potential supporters. If you are not passionate about the cause, wait until an opportunity comes up in a cause you really do care about. But please do not apply to be a trustee simply to develop your own brand or profile; I have seen this all too often!

Secondly you need to decide what you can bring to the board table. What expertise, support and advice can you add to the current skills mix on the board. Are you an HR expert, a communications guru, a technical geek, a great fundraiser, a finance wizard? Whatever your professional expertise and experience, plus what you have gained in the past or in your personal life, can all be valuable to the mix. So conduct a skills audit of yourself to see what you can bring and then match that to what the charity needs.

Thirdly, a great trustee needs to have a huge amount of commitment. No matter how busy your day job, being a trustee is a big responsibility and you need to be able to commit to this. So what might this look like? Well, most trustee boards meet at least quarterly, in many cases more frequently. This may be a 3 or 4 hour commitment in addition to any preparation time. Many trustee boards also have an annual or bi-annual awayday, which you need to be at. Often this is a great opportunity to meet and work with the staff team. You may also be expected to sit on a sub-committee - typically these include finance & resources, fundraising, programmes, etc. You should also be prepared to attend fundraising events and other charity activities. Finally you may be expected to coach or support a particular member or team within the charity's staff. For example I work very closely with the Head of Fundraising in the charity I volunteer for.

Attending meetings in your role as a trustee is not just about being there! You have to be able to make intelligent input and to make key decisions. This is simply not possible if you have not put in any preparation time. I cannot tell you the times I have seen trustees in organisations I have worked in as a staff member making comments or asking questions that made it obvious they had not done their prep. And saying you are a volunteer is not an acceptable excuse. Either you are in the game or not!

Fourthly you need to be knowledgable about the charity's work. At the very least this means reading and understanding the annual review and other publications, talking to the staff team, attending briefings and presentations, but preferably you should see the charity's work first hand, although I appreciate this may not always be possible for international charities. You need to know more than the donors you will undoubtedly meet at events. They will expect you to, as will staff. There is nothing more frustrating for staff to feel that a trustee does not understand the work of the charity. 

You also need to have a firm grip and understanding of the charity's strategy and finances. Ultimately these are the responsibilities of the trustee; this is what good governance is all about.

Fifthly you need to understand the boundaries between staff and trustees, and I think this is where many trustees get it badly wrong. Many trustees over-step the mark and get bogged down in the details of what are staff responsibilities. You are there to support, advise and to ensure the strategy is delivered, not to interfere!

Sixthly, you may get involved in recruiting key staff.  This has massive potential to go wrong, especially if you are recruiting a new CEO or director. The best trustee boards also involve the senior management team of the charity in these decisions. In the small charity I am on the board of, all the staff team met potential CEO candidates before the ultimate (good) choice was made. To do good recruitment you need to make the right choice based on where the organisation is now, and where it needs to be. This should be based on the the charity's strategic goals, not your personal preferences.

And the seventh habit (and this is the one that is most controversial!) is that trustees should give and get. By this I mean you must be prepared to give money at a level you can afford, and also help the charity raise funds, either through fundraising yourself (see my previous blog) or by asking your contacts to support your cause. I am not interested in trustees who say they are doing enough by giving their time. How can you ask others to give if you are not giving yourself?

I am sure there are loads of things I have missed out, and this is not intended to be a comprehensive guide to trusteeship. you can get that elsewhere. The Charity Commission and NCVO websites are a good place to start. But hopefully there is something here that will help you have a better understanding of what makes a great trustee. Feel free to comment.

Interns in the charity sector. A good or a bad thing?

There has been a debate raging for some time now about the use of interns in unpaid or low paid posts. This is not just restricted to the charity sector, but also the private and public sectors. I've been thinking about whether as a sector we should encourage or discourage internships. This is a controversial area, so I am sure not everyone will agree with my views! My motivation for writing this blog is not simply to muse over whether this is a good thing or not, but also to see if I can encourage organisations to develop best possible practice - because one thing is for sure, internships are here to stay. I'll state my view up front. Interns are a good thing only where the needs of the intern are given equal consideration to those of the organisation. 

It is a fact that there are more graduates in the workforce. In 1913 there were just 9,000 graduates in the workforce, whereas in 2012 the figure had increased to 408,000. As a result of this increase four in ten graduates are employed in non-graduate roles. It is therefore not surprising that there there is both a demand and supply for interns. Graduates want experience in the workplace; employers want to take advantage of this. In fact Employment Relations Minister, Jo Swinson has recently compiled a list of organisations using unfair or exploitative practice in relation to interns.

So what is bad practice in relation to interns in our sector? Firstly where the intern has been taken on to replace a paid post that the organisation can no longer afford. This is unacceptable and in my view exploitative. Secondly if the intern is being used to undertake boring or mindless work, that anyone could do. How are they gaining form this personally or professionally? Thirdly if the organisation provides no learning opportunities or professional or personal development. Fourthly if there is no formal beginning and end to the piece of work, and no induction. Finally where no expenses are paid and the intern is expected to fund travel to and from work or rely on the bank of mum and dad. 

So what does good practice look like. To state the obvious it is the opposite of the above! But perhaps I should be a bit more explicit. The role being given to the intern should be interesting and, if possible, project based. It should be time specific, preferably no more than three months.Objectives should be set and monitored throughout the internship. There should be personal and professional development provided throughout. This should start with an induction, during which the intern's personal needs and expectations should be identified, as should the needs of the organisation. It should end with t a final review of the intern's work, the project and what they have learnt. The intern should be assigned a mentor, or at very least a buddy, who can support them and also act as their advocate if necessary. Expenses should be paid for travel and lunch at the very least and any training should be funded. Finally the intern should have an equal opportunity to employees to apply for any internal vacancies.

I have had the experience of managing some exceptional interns and it is a joy when you find one who really gains from their experience. In many cases this has led to paid work opportunities in my own or other organisations. The charity sector is an incredibly hard sector to get into without relevant work experience and an internship is a useful way to gain this experience. I think there is a lot of ill-informed criticism of the use of internships, but I think if all employers saw them as a two-way relationship much of this criticism could be avoided.

How to manage your domineering committee chair

Have you ever had to manage a high net worth volunteer who was 'impossible' to manage? Ever had staffing issues as a result of their behaviour? Ever dreaded meetings with the volunteer? Ever avoided telling them something because you could not bear the thought of their reaction? Did they sometimes act seemingly against the interests of the charity?

Well I can say 'yes' to all these things! So if you can identify with any of these traits in your committee chair then read on!

Firstly, although it is sometimes hard to recognise and accept this, there is a positive intention behind every behaviour. In this volunteer's case they are utterly passionate about the cause, they want to raise money and awareness of the charity but they also have other motivations that are non-altruistic, and there is nothing wrong with this. What might these be? Well to start with, my volunteer wanted to enhance her social status through the connections and networks that she was able to make through her involvement with a high profile charity. Secondly her life as a volunteer and her social life were one and the same. It is about recognising that there is absolutely no problem with this, and accepting that these are motivations, but as long as they are not against the interests of the charity, why bother?

Secondly, you need to lead from the front and stick up for your staff team. In my case I actually lost staff as a result of this volunteer's behaviour and that was hard to deal with. You need to be the front person dealing with the volunteer, not delegating it to more junior staff. You need to put up with sometimes unacceptable behaviour and take it on the chin...that's what you are paid to do. You need to be the person who sometimes have to deliver bad news, and do it in a way that is acceptable to them.

Thirdly, pick your battles. If your volunteer chair is approaching the charity's corporate partners for sponsorship for their event, this will be a priority. If however they are not consulting on the choice of florist for their next event, this might not be your priority. So choose carefully what behaviour you do challenge, commit to challenging that behaviour, and be prepared to give ground on lower priority areas. But stick to your guns on the important things.

Fourthly maintain regular communication. Meet regularly with your volunteer, even if you can't bear the thought of it! It is your job to manage this relationship. Make sure that you use these meetings to update the volunteer on all relevant issues and ask them to update you. Try to enjoy the meetings rather than dread them and the volunteer will see that in you. If you are smiling and relaxed, they will relax and give you an easier time.

Fifthly, make your volunteer feel loved and valued. I always used to send a thank you card after each event my volunteer organised, and regularly send hand-written thank you letters (yes fountain pen is best!) and on occasions flowers and small gifts - nothing over the top! Make them feel acknowledged in public. Big them up within your organisation, so that your colleagues and bosses understand the contribution they are making. Make sure your CEO or Director also thank and acknowledge their work. Always talk positively about your volunteer to colleagues, even if they are a complete pain in the ass!

Sixthly make sure your volunteer is briefed properly on the work of the charity. Make sure they are up to date on all new areas of work and that they are better informed than any of their committee members. Have your senior programme staff make friends with them, and invite senior programme staff along to committee meetings, so that they are also well informed. Try to get your committee chair to see the charity's work first hand, even if that means an overseas visit. Once they have seen the work they will be even more committed!

Finally agree targets for the year up front. Meet with them at the start of the year and agree which activities they will be doing, and also be clear with them about what you can and can't resource within your staff team. Agree financial targets and agree what they have the authority to do and what they will need to run by you. Having this kind of agreement is a great reference point over the course of the year.

Does any of this ring true? The important thing to remember is not to try to change your volunteer. You never will. But you might be able to change their behaviour for the better and that can only be good for your charity, for your team and for your own sanity. Good luck and let me know how you get on.