A newly appointed charity sector CEO has been offered executive coaching to smooth her transition into the role. How would you structure your sessions?
THE ISSUE
Clare has devoted 20 years to the UK’s non-profit and charity sectors and has recently been appointed CEO of a small, well-established charity in the developing world education space. Prior to this, she spent three years as head of fundraising, leading a team of five. Now, as CEO, she oversees the entire organisation of 25 staff members and manages an annual fundraising budget exceeding £2m.
Three months into her new role, Clare received feedback from Simon, chair of the trustees, following a recent trustees meeting. While the trustees hold Clare in high regard and believe she has the potential to be an excellent CEO, they feel she is currently struggling to embrace her responsibilities.
Clare asked for specific areas where she could improve. Simon pointed out that she needs to delegate more and place greater trust in her management team, particularly the new head of fundraising (who succeeded her). Additionally, he suggested Clare transition from her fast, action-orientated approach to a more reflective and deliberate leadership style, and develop her skills in working more calmly and strategically with the board of trustees and its chair. Simon recommended Clare work with an executive coach.
In your first session as her executive coach, she shared a comprehensive overview of the situation.
THE INTERVENTION
NIGEL CUMBERLAND, FOUNDING PARTNER, THE SILK ROAD PARTNERSHIP
Supporting a leader in their transition to a CEO role is often a demanding yet fulfilling coaching engagement. The coach must assist the leader in navigating a variety of new experiences, such as how to foster a healthy relationship with their board chairperson and how to step back and become more bigger picture and strategic.
Many charities, like Clare’s with a staff of only 25 people, often see their CEOs pulled in many directions – sometimes into the weeds and at others taking a helicopter view. I’d discuss how different it is to be CEO compared to being in a fundraising lead position, acknowledging that it’s common to face teething issues.
Topics I might bring up include:
- Leadership styles: We could explore different leadership styles, possibly sharing a succinct Harvard Business Review article by Daniel Goleman (https://bit.ly/3TibZua) on how to move between styles. I would help Clare visualize the range of styles she needs to develop to be a successful CEO. This includes learning to trust her team, especially the new fundraising head.
- Mentorship: We would discuss Clare’s openness to having a mentor – ideally an experienced charity sector CEO – who could help her learn to work optimally with the board of trustees and its chair.
- Relationship building: I would encourage Clare to develop strong relationships with her chair and each trustee. We might touch on topics such as personality differences, unconscious bias, and psychological safety as Clare navigates her interactions with the board. A key part of this may include helping her identify the purpose of building these relationships and how she could approach this. For example, each individual will bring into the relationship their own values and
goals – understanding these might support her thinking and her approach to the role and with these key stakeholders / influencers. - Balancing action with reflection: I would encourage Clare to balance action with thoughtful reflection, sharing techniques to help her step back, listen more and make considered decisions. Linked to being more reflective, it will help Clare learn how she as CEO must, at times, be strategic and take a bigger picture and longer-term view.
- Well-being and health: Finally, we would explore how Clare maintains her wellbeing and health, considering the stress her new CEO responsibilities, as well as Simon’s feedback, might bring.