Charity leaders tell us how they help staff shine – and keep themselves sane

‘I used to work on the train, now I listen to the Archers instead. I can still find solutions to work issues without poring over papers.’ Photograph: Christopher Thomond for the Guardian

What’s the biggest challenge facing your employees right now? How are you helping them rise to it?

One of the biggest challenges we face is maintaining our strong culture while being a growing charity. We’re moving from a single-home charity to a potential five homes. My senior team and I need to understand what’s important and the values that we live by, and to make sure that all those elements are clear to new staff. Andy Cole, chief executive of The Royal Star & Garter Homes

We want there to be as much awareness of gynaecological cancer as there is of breast cancer – there’s no reason why there shouldn’t be. But it’s a big challenge with a small team. We all have to muck in outside our roles and responsibilities, and turn our attention to all sorts of things. Keeping staff and volunteers going in those circumstances is a challenge. Saying thank you goes a long way, and seeing the results of their team-based working creates a huge sense of positivity and satisfaction. Athena Lamnisos, chief executive of The Eve Appeal

Staff are finding it hard to make decisions with the political situation being so uncertain. I remind them that what we’re here to do hasn’t changed and I make sure that we keep coming back to our strategy, our vision and our mission. Louise Wright, chief executive of the Back-Up Trust

What’s the most valuable thing you do to inspire your staff?

If you want projects to succeed I’ve found that I need to trust people and back them. If things don’t go perfectly that’s fine, as long as we’re learning from those experiences. I’m there to help, guide and support, and get the best result possible. Andy Cole

The thing that engages staff, volunteers, scientists and researchers is the cause and contact with the women who are affected. That’s what really drives them and makes them give 110%. I put engagement right at the top of the agenda for all members of staff and I encourage people to go out and about and meet face to face. Athena Lamnisos

When I sit down with staff and reflect on their successes you can see people’s chests puff out and they feel renewed. They go ahead with their day with a bit of vigour, knowing they’re making a difference. Louise Wright

How do you balance a leader’s need to think big with the day-to-day demands of office life?

It’s a tough one, especially for small organisations. You end up being a jack of all trades and getting your hands dirty. But I need to make time for me too. Meetings booked in with myself outside the office are a fantastic way of getting a few hours to stop and think with a strong strategic focus. Andy Cole

It’s a real balancing act to do the longer-term planning stuff rather than just reacting to day-to-day opportunities that come my way. My trustees are supportive in helping me do that. Board meetings and a proper strategy meeting with timelines are very exercising because it means you have to do some thinking to meet those deadlines. Athena Lamnisos

I have a good network of other chief executives, so I often pick up the phone to find out what others are doing and what I can learn. We have flexible working conditions here and I find that a change of scenery – a dog walk even – is a good time to make some calls or just think through issues and get away from the detail. Louise Wright

How’s your work-life balance? What are your strategies for looking after yourself so you can lead others with focus and energy?

Having a young family levels me out a bit. I do work a lot in the evenings and weekends reading and mulling things over, but I run once or twice a week to clear my head, get fit and do something different. It’s my version of meditation. But I love what I do and I’m happy to mix the boundaries between work and life. Andy Cole

I used to work solidly when I had down time – for instance, when I was on the train – but now I listen to the Archers or something separate from work. I find I’ve found solutions to work issues by the end of the journey even though I haven’t been poring over papers. Athena Lamnisos

I’m happy to make space and time to work hard. I find it rewarding and I enjoy being busy. But after nine years as CEO, I’m increasingly aware that a constant state of hard work is becoming unsustainable for me. I have a supportive husband, great staff team, great board and great network of mums at school. I don’t worry too much if I occasionally drop the ball. I’m kind to myself and pick myself up quickly and try and carry on. Louise Wright

What’s the best thing about being chief executive of your organisation?

I have the most fantastic group of residents. Our oldest is nearly 102 and they have the most wonderful histories and stories. Andy Cole

I love working directly with beneficiaries, with trustees and the science team with their brilliant minds. It’s great being in the position of seeing what change needs to be made and then making it happen. Athena Lamnisos

I’m incredibly lucky and privileged. I love spending time with volunteers, who have often been service users themselves. The lengths they go to when making a difference to other people with spinal cord injuries is unbelievable and humbling. Louise Wright

• The Back-Up Trust is a client of Katie Duckworth’s coaching and training consultancy.
  

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