Twice a week we publish problems that will feature in a forthcoming Dear Jeremy advice column in the Saturday Guardian so that readers can offer their own advice and suggestions. We then print the best of your comments alongside Jeremy’s own insights. Here is the latest dilemma – what are your thoughts?
I have been involved with a small charity for many years on a voluntary basis, but a few years ago I was offered a part-time position that I took up. I feel passionately about the work the charity does and am committed to doing whatever I can to help it succeed.
However, when I became a member of staff and more involved with the day-to-day operations, it became apparent that the then CEO was not up to the job. A number of staff members, including myself, approached the trustees to express our concerns.
The CEO was eventually ushered out the following year but not without considerable collateral damage to staff morale, with several people leaving because working conditions became so difficult.
Things then calmed down and our new CEO is in situ. The problem is that the situation is even worse than with his predecessor. We can’t approach the trustees again as they clearly have faith that he can do the job, having appointed him. He doesn’t seem to understand the charity or what we are trying to achieve; he is brusque and appears dictatorial and bureaucratic. Senior staff say they find him impossible to work with and sadly end up trying to find ways to avoid involving him in decisions.
We can’t see – from our standpoint at work – that he has anything to add and he obstructs the positive initiatives of others.
This is not like a regular business. As charity workers we all believe so much in what we are doing and what we want to achieve, and it becomes personal.
But ... what can we do now?
Do you need advice on a work issue? For Jeremy’s and readers’ help, send a brief email to dear.jeremy@theguardian.com. Please note that he is unable to answer questions of a legal nature or to reply personally.
