Is anyone a trustee here? Interview coming up
Discussion
Hi All
I applied for a Trustee role in a charity local to me. Not a huge charity but not tiny either.
I have an interview with them next week. The title is Marketing Trustee and although not a director, I hold a senior marketing position in a well known and highly respected global brand that aligns quite closely with the charity.
Any views or experiences on what they want to hear from me would be appreciated. This would be my first Trustee / NED role.
Thanks
I applied for a Trustee role in a charity local to me. Not a huge charity but not tiny either.
I have an interview with them next week. The title is Marketing Trustee and although not a director, I hold a senior marketing position in a well known and highly respected global brand that aligns quite closely with the charity.
Any views or experiences on what they want to hear from me would be appreciated. This would be my first Trustee / NED role.
Thanks
Apologies if this is stating the obvious
You need to know as much as possible about what the Charity does
You need to be able to articulate why you're passionate about what the Charity does (if it's a low paid/unpaid role they are going to want people who are really enthusiastic about what they do)
You need to have examples of where you have worked strategically in your field (I work in Finance so used examples of business turnarounds, mergers, redundancy/restructuring). They won't be interested in the detail/technical stuff it's more bout the vision and providing leadership
You need to be able to give examples of where you have made a difference
Have a look at their most recent Annual Report especially the "risks and uncertainties" section
Google the charity and sector to identify what the current hot topics are
Hope that helps
You need to know as much as possible about what the Charity does
You need to be able to articulate why you're passionate about what the Charity does (if it's a low paid/unpaid role they are going to want people who are really enthusiastic about what they do)
You need to have examples of where you have worked strategically in your field (I work in Finance so used examples of business turnarounds, mergers, redundancy/restructuring). They won't be interested in the detail/technical stuff it's more bout the vision and providing leadership
You need to be able to give examples of where you have made a difference
Have a look at their most recent Annual Report especially the "risks and uncertainties" section
Google the charity and sector to identify what the current hot topics are
Hope that helps
This isn't a question for interview but if they offer you the position you need to make darned sure they have insurance in place to cover any potential "trustee liability".
You say it's not a Director position but it's not immediately obvious why this organisation would have both Directors and Trustees. It's more usual to have one or the other.
You say it's not a Director position but it's not immediately obvious why this organisation would have both Directors and Trustees. It's more usual to have one or the other.
I've recently taken a role on the advisory board of a large social housing provider. £5k/year for ~3 hours a month. Obviously not in it for the money. This is not a responsible position so there's no potential liability, would never have taken a role that carries responsibility/potential liability.
They will want to see passion for their aims. If you have lived experience that aligns with them all the better. I didn't but got round that by articulating the life changes their organisation had made to a friend who was down on their luck. They'll be looking for passion for their objectives.
Also consider the sales aspect. All these organisations won't say it but they want people who can sell, talk about your past (presumably business) experience and your ability to influence decision makers who they may want to raise money from. Even though this is obviously non profit money still counts, they're just a bit more polite about it.
Don't wear an expensive suit/watch. I was advised by somebody who knows better than me to turn up in jeans and t shirt which I did.
They will want to see passion for their aims. If you have lived experience that aligns with them all the better. I didn't but got round that by articulating the life changes their organisation had made to a friend who was down on their luck. They'll be looking for passion for their objectives.
Also consider the sales aspect. All these organisations won't say it but they want people who can sell, talk about your past (presumably business) experience and your ability to influence decision makers who they may want to raise money from. Even though this is obviously non profit money still counts, they're just a bit more polite about it.
Don't wear an expensive suit/watch. I was advised by somebody who knows better than me to turn up in jeans and t shirt which I did.
jonsp said:
I've recently taken a role on the advisory board of a large social housing provider. £5k/year for ~3 hours a month. Obviously not in it for the money. This is not a responsible position so there's no potential liability, would never have taken a role that carries responsibility/potential liability.
I'm in a similar role (HA with over 20,000 properties). We definitely have "Directors & Officers Insurance" - it's to cover you for being sued by disgruntled tenants/contractors for any bad decisions that you might theoretically make. Our personal liability is limited to £1.Panamax said:
This isn't a question for interview but if they offer you the position you need to make darned sure they have insurance in place to cover any potential "trustee liability".
You say it's not a Director position but it's not immediately obvious why this organisation would have both Directors and Trustees. It's more usual to have one or the other.
IME the titles NED and Trustee are used interchangeably because a lot of Charities are also Ltd Companies.You say it's not a Director position but it's not immediately obvious why this organisation would have both Directors and Trustees. It's more usual to have one or the other.
Countdown said:
Panamax said:
This isn't a question for interview but if they offer you the position you need to make darned sure they have insurance in place to cover any potential "trustee liability".
You say it's not a Director position but it's not immediately obvious why this organisation would have both Directors and Trustees. It's more usual to have one or the other.
IME the titles NED and Trustee are used interchangeably because a lot of Charities are also Ltd Companies.You say it's not a Director position but it's not immediately obvious why this organisation would have both Directors and Trustees. It's more usual to have one or the other.
jonsp said:
Don't wear an expensive suit/watch. I was advised by somebody who knows better than me to turn up in jeans and t shirt which I did.
Just to mention this (and speaking as somebody whose been on both sides of the Interview table) I honestly think you're better off erring on the side of "smart" rather than "casual". If your background is Director or professional role IME you'd be expected to dress as you would for work. If OTOH you were applying for a Tenant NED role then allowances would be made.I chair the board of trustees for a relatively small charity (£1m turnover/25 staff).
When appointing trustees, especially on a voluntary/unpaid basis, there is a lot of goodwill on our side. You are being brought on for your skillset and how you can help the charity as a gap in knowledge/skillset will have been identified.
As a chair I want to know:
1 - Whether you know what you're talking about, don't need BS'ers
2 - Why this charity and not one of the many thousands of others - could be a close link to the cause etc
3 - Whether you're personable and would integrate well into a board or ride roughshod over it (needs to be challenge, but done in the right way); and
4 - Whether you're going to be reliable/contactable if something needs to be asked or attending board meetings (nothing worse than having one scheduled, people not turning up and not getting the required quorum).
I only care about the above, not what you're wearing etc.
When appointing trustees, especially on a voluntary/unpaid basis, there is a lot of goodwill on our side. You are being brought on for your skillset and how you can help the charity as a gap in knowledge/skillset will have been identified.
As a chair I want to know:
1 - Whether you know what you're talking about, don't need BS'ers
2 - Why this charity and not one of the many thousands of others - could be a close link to the cause etc
3 - Whether you're personable and would integrate well into a board or ride roughshod over it (needs to be challenge, but done in the right way); and
4 - Whether you're going to be reliable/contactable if something needs to be asked or attending board meetings (nothing worse than having one scheduled, people not turning up and not getting the required quorum).
I only care about the above, not what you're wearing etc.
Countdown said:
I'm in a similar role (HA with over 20,000 properties). We definitely have "Directors & Officers Insurance" - it's to cover you for being sued by disgruntled tenants/contractors for any bad decisions that you might theoretically make. Our personal liability is limited to £1.
Good point about liability. In my role I clarified at interview that I - and my colleagues on the board - are purely advisors. We have no personal liability, the decisions are taken on the top floor so responsibility lies 100% there.
I've actually spent > 3 hours a month. Last month spent a day going out to speak to some real tenants to find out about their issues, the majority are long term unemployed/disabled/retired/single mothers.
When I reported back at the last meeting the chair of the board (senior executive of the company) looked at me like I was mad, the managers would cross the road to avoid speaking to an actual tenant who pays their wages.
The organisation have adopted what they call a "customer first" policy, tenants are called customers now. That's only because the regulator have been up their arse for taking advantage of the fact that most tenants don't have the ability to complain.
Been a fascinating experience but it's a fine line to walk.
kiethton said:
I chair the board of trustees for a relatively small charity (£1m turnover/25 staff).
When appointing trustees, especially on a voluntary/unpaid basis, there is a lot of goodwill on our side. You are being brought on for your skillset and how you can help the charity as a gap in knowledge/skillset will have been identified.
As a chair I want to know:
1 - Whether you know what you're talking about, don't need BS'ers
2 - Why this charity and not one of the many thousands of others - could be a close link to the cause etc
3 - Whether you're personable and would integrate well into a board or ride roughshod over it (needs to be challenge, but done in the right way); and
4 - Whether you're going to be reliable/contactable if something needs to be asked or attending board meetings (nothing worse than having one scheduled, people not turning up and not getting the required quorum).
I only care about the above, not what you're wearing etc.
Great info thanks. I will be dressed formal interview smart but don’t own any expensive watches nor care for logos on clothes.When appointing trustees, especially on a voluntary/unpaid basis, there is a lot of goodwill on our side. You are being brought on for your skillset and how you can help the charity as a gap in knowledge/skillset will have been identified.
As a chair I want to know:
1 - Whether you know what you're talking about, don't need BS'ers
2 - Why this charity and not one of the many thousands of others - could be a close link to the cause etc
3 - Whether you're personable and would integrate well into a board or ride roughshod over it (needs to be challenge, but done in the right way); and
4 - Whether you're going to be reliable/contactable if something needs to be asked or attending board meetings (nothing worse than having one scheduled, people not turning up and not getting the required quorum).
I only care about the above, not what you're wearing etc.
jonsp said:
ood point about liability.
In my role I clarified at interview that I - and my colleagues on the board - are purely advisors. We have no personal liability, the decisions are taken on the top floor so responsibility lies 100% there.
I've actually spent > 3 hours a month. Last month spent a day going out to speak to some real tenants to find out about their issues, the majority are long term unemployed/disabled/retired/single mothers.
When I reported back at the last meeting the chair of the board (senior executive of the company) looked at me like I was mad, the managers would cross the road to avoid speaking to an actual tenant who pays their wages.
The organisation have adopted what they call a "customer first" policy, tenants are called customers now. That's only because the regulator have been up their arse for taking advantage of the fact that most tenants don't have the ability to complain.
Been a fascinating experience but it's a fine line to walk.
Your Board seems quite different to ours - is it an ALMO or a Housing Association? For example I've had a few NED roles and the Chair roles have always been "Non-Exec". Also the Regulator should be doing regular IDAs and providing ratings for the HA - these are seen as the be-all and end-all, if the HS doesn't get a rating of G1/V1 then the Board are supposed to hold the CEO and the Exec Directors to account.In my role I clarified at interview that I - and my colleagues on the board - are purely advisors. We have no personal liability, the decisions are taken on the top floor so responsibility lies 100% there.
I've actually spent > 3 hours a month. Last month spent a day going out to speak to some real tenants to find out about their issues, the majority are long term unemployed/disabled/retired/single mothers.
When I reported back at the last meeting the chair of the board (senior executive of the company) looked at me like I was mad, the managers would cross the road to avoid speaking to an actual tenant who pays their wages.
The organisation have adopted what they call a "customer first" policy, tenants are called customers now. That's only because the regulator have been up their arse for taking advantage of the fact that most tenants don't have the ability to complain.
Been a fascinating experience but it's a fine line to walk.
We have Board away-days every quarter as a minimum. usuall in the morning we'll visit some properties, some new developments, meet some tenants, then come back for lunch and then meet staff in the afternoon (without any senior managers being there). It's supposed to give us a better feel of how well (or not0 things are going.
Like a lot pf public sector organisations it's always fascinating how many people there are who genuinely motivated to try and improve the lives of others.
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