The wisdom of hindsight is said to be the best teacher, and often the toughest. There comes a time in everyone’s career when they wish they could tell their younger selves to take that big step, to think twice about that partnership, to foresee that upcoming trend, to do something differently.
So, what nugget of insight would you like to have known then? A range of charity sector leaders offer their views.
“Reach out within the sector”
Anna Tylor, chair, Dyslexia Action
Being chair of Dyslexia Action has brought me huge satisfaction, but I must confess that when I first came into post I was surprised at the level of competition within the not-for-profit sector.
Even across quite a range of different interest groups, there are often common solutions that joint working makes possible in a way that alone, we simply could not achieve. It needn’t stop there, but can involve our more profit-driven cousins too. Dyslexia Action does this routinely and well, not just within the dyslexia and literacy sectors, but with other interest areas, such as visual impairment.
The lesson for me was to expect the unexpected, think strategically, think laterally, offer a bit of friendly challenge where there is resistance, and reach out within the sector and beyond, in order to help build a spirit of collaboration and trust that can find common pathways to solutions.
“Rebrand sooner”
Jim Swindells, director of fundraising, Stroke Association
Having been director of fundraising at the Stroke Association for just over six years now, there are a few things which would have helped had I known them back then.
The most important one would have been to know that the old Stroke Association brand, which was refreshed in 2012 to a new vibrant, warm and positive look, was probably a big barrier to our ability to engage effectively with our target audiences. Our old brand meant that many people, even those closely linked with us, were not aware that we are a charity and one which requires voluntary income to fund its development.
Having a crystal ball would have focused attention on accelerating the development of our new brand sooner, and also helped us deliver even greater growth in some tough years.
“Digital will revolutionise the way people connect”
Martin Birch, director of finance and operations, Christian Aid
No-one could have foreseen the financial crisis of 2008, and its impact on Christian Aid has been profound.
Yet arguably more profound than the global financial challenges (and the thing I know now that I wish I knew then) has been the digital revolution. I wish I knew then the extent to which the digital age would revolutionise the way people connect, would transform how we communicate, and create new opportunities for virtual interactions across the globe.
The digital revolution is significantly changing the way we do things at Christian Aid, from the way we design programmes (as subsistence farmers gain easy access to local market prices or communities at risk of flooding receive early warning messaging), to how we lobby and influence decision-makers, to how we fundraise and communicate. Engagement with these new technologies offers exciting new possibilities in our work to eradicate poverty and social injustice.
“It’s important to understand the way society views your work”
Polly Neate, chief executive, Women’s Aid
When I started my role at Women’s Aid, I didn’t fully understand how deeply rooted it is in our culture to blame women and girls for violence against them, how many sometimes subtle forms it can take, and how attractive it is to many to believe that only “other” cultures “really” oppress women.
I didn’t realise how much that culture would influence perceptions of Women’s Aid and “the women’s sector” more widely, both locally and nationally. I’ve tried to change that by deliberately engaging us in wider debates about the voluntary sector, and by challenging its impact on commissioning at a local level.
In contrast to those perceptions, I’ve actually found there are far fewer differences between working with colleagues who are all women – and working in mixed environments – than I thought there might be.
“Being a trustee benefits the day job, and vice versa”
Jonathan Plumtree, trustee of CLIC Sargent for 10 years, head of Zurich corporate savings
I served as a trustee during a period of significant growth, starting with a merger between CLIC and Sargent at the start of 2005. I wanted to contribute to the cause of helping children and young people with cancer. I did this due to personal experience of the impact childhood cancer had on my family’s life, and I believed this would be my greatest contribution to the charity.
In practice, I was able to contribute in many different ways, in particular bringing my business and financial experience to bear in my role and using my network to help with activities from fundraising to skill-sharing.
The other thing I didn’t know when I started was the huge benefit I’d get in my “day job” from my trustee role. It gave me new life experiences which I use to put daily challenges into clearer perspective, and as a result probably make better decisions.
Sharing wisdom
Whether you’re just starting out in the sector or at the peak of your career, there are always things to be learned from the past. Pausing to reflect can help organisation make plans for the future, so why not reach out to a colleague, partner or mentor and ask – what do you wish you’d known then?
To read more from charity leaders, visit the Guardian Voluntary Sector Network’s Charity Leadership Hub, sponsored by Zurich.
Content on this page is paid for and provided by Zurich Insurance sponsor of the Guardian Voluntary Sector Network’s Charity Leadership hub.
