Tips and tricks for new CEOs

If you’ve recently taken on your first CEO role, you may be feeling a bit overwhelmed or have some questions. In this article, we look at what you can do to help ease the pressure in your new role – from building a network of more experienced CEOs to making sure you understand different aspects of running a charity, like finances.

 

An ACEVO article called “The chief executive’s first 100 days” says that sometimes “newly appointed CEOs, when starting the role, uncover a different ‘reality’ to the impression presented by the trustees during the selection process”.

 

The membership body for leaders of third sector organisations says it’s not that trustees are deliberately misleading people but they don’t aways have enough information about what is going on in the charity. This shows that people need to start preparing for a new CEO role before they start in the position, so they can gather as much information as possible.

 

For those who are looking to find their first CEO role, read the first article in our series. This offers tips and advice for landing your first CEO role.

 

 

What to do before you start a CEO role

 

ACEVO says there are some key things you can do before you start your new CEO role. This includes identifying what skills you don’t have and looking at what areas you need to work on to do the role. For example, if you identify that you don’t have, or need to brush up on, a particular skill, like finances, you may want to consider doing a course or reading up on the topic.

 

You should also learn as much about the organisation as possible, including information about the board, the charity’s mission, vision and values, its strategy and finances.

 

 

What to do when you start a CEO role

 

When you start the role, there are a number of things you can do to help you settle in and do the job effectively. We look at some below.

 

 

Be open-minded

 

An article on UK Fundraising shares tips for people taking on their first CEO role. This includes going into the role “well-informed” and with your “eyes wide open”. Be prepared to look closely at what’s working well and what’s not to find out the current situation at the charity.

 

Also, look at the opportunities and threats for the organisation. A strength could be strong relationships with funders and a challenge could be other charities competing for funding. Put plans in place for how the charity can manage the challenges and promote the opportunities.

 

 

Prioritise what you work on

 

UK Fundraising says a new CEO can’t do everything. So, you need to prioritise what to work on first. The article says to focus on making changes that involve finances, so areas of the charity that are costing the organisation but not doing well, and any reputational issues.

 

Making positive changes in the early days can build confidence and trust in a new CEO.

 

 

Build relationships

 

It’s important to develop relationships with different groups of people, including staff, volunteers, the board of trustees and supporters. This will help to make sure the CEO builds trust and works well with everyone.

 

It’s particularly important to build a strong relationship with the board of trustees and develop clear boundaries between the roles of governance and staff.

 

 

Build a support network

 

You may want to consider finding a mentor. There’s nothing more valuable than getting the insight and experience of another charity professional. Read our article on mentoring on Charity Digital.

 

Charity People has a Charity CEO Mentoring Programme for aspiring CEOs and those who’ve recently started (in the last 18 months) in their first role as a Charity CEO. The deadline to apply is August 2024.

 

Another option is finding a coach who works with charity leaders.

Learning from colleagues

 

It’s impossible to be an expert on everything. Charity CEO Jane van Zyl says that you don’t have to be a generalist to become a charity CEO. If you’re a specialist in a particular area, you can learn from your colleagues and pick up other skills as you go along.

 

 

Understanding your charity’s finances

 

It’s important to have a good understanding of your organisation’s finances. This will help you to identify risks to the charity’s money and plan how to manage these risks effectively.

 

For example, the funding to run one of your charity’s services may be ending next year. So, you will need to start looking for other funding opportunities. This may mean approaching different trusts and foundations or exploring corporate partnerships.

 

Working alongside the trustees, you should regularly review the charity’s financial risks. Does the charity have sufficient reserves in place if the organisation experiences financial difficulties?