Tell us about your job
As a charity chief executive your responsibility goes beyond the direction of your organisation. You have a duty to make a real difference to the lives of the people you support and secure the victories they need.
Every action you take can have an impact on the organisation and, because of this, charities require enormous amounts of management. I make important decisions every day and have to be able to move swiftly. From dealing with financial complexities to developing the direction of your campaigning activities – these are just a few things you’ll be required to do on a daily basis.
The role is incredibly challenging but this should come as no surprise when you’re trying to change public opinion and give the people you support a more equal standing in society.
What qualifications do you need to do your job?
People should be under no illusion that being a charity chief executive can be incredibly challenging – however, qualifications won’t make the role any easier. Having started as a personal assistant with the charity and having not gone to university, I can say with confidence that what is more important is believing fearlessly in your cause. Passion is what gives you the resilience to overcome the toughness of the job.
What other skills and experience would help someone to do your job?
Working in the charity sector and leading an organisation means you get to work with a vast array of people. Being able to understand what makes people tick, who they are and what they are looking for is what really makes a good chief executive.
Working with people to create the best possible situation for them to flourish is key and the best way to achieve this is by adopting humility in everything you do. It’s not my job to be an expert in every field – I have fantastic colleagues who offer that – it lies with me to have the ability to support people to drive them forward.
If you were looking for your replacement, how could someone stand out in the interview?
Choosing a chief executive should be about finding the person who is best placed to secure the improvements needed to the lives of the people you support.
Interviews themselves, however, offer such a brief opportunity for people to present themselves, and generic answers about your professionalism or achievements in previous roles are no substitute for opening yourself up as a person. I’d want to know who you really are, where you’re coming from, and to get a real sense of what you believe.
Being a chief executive can place a whole new set of demands on you that in some cases can feel far removed from the cause you are fighting for. Having the character and passion to stay on top of these and still engage with the frontline is crucial, and the only way you can display this key requirement through an interview is by showing you have a deep connection with the cause you’ll be fighting for.
What is the worst advice you’ve ever received?
Midway through my career I was told I was dyslexic. I did nothing to hide the news and mentioned it to someone whom I regularly looked to for advice. On hearing this, they told me in no uncertain terms to keep it a secret and not to tell anyone – as otherwise I would have no hope of reaching a senior position. Undoubtedly it was the most short-sighted piece of advice I have ever received and a message to all people with dyslexia that this should present no barrier to achieving whatever it is you strive for.
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