Here are eight practical tips on how to be a good trustee and to build an effective relationship between board and executive.
1. Ask early, ask clearly
The first rule of good governance is simple: if something is unclear, ask immediately. Too often, trustees delay asking questions, perhaps out of politeness or fear of appearing uninformed, only to find themselves confused later, or worse, misinformed. Clarity prevents anguish, and early questions help everyone. There’s no benefit in waiting.
2. Remember the purpose
Charities exist to bring people together to help others. The legal entity, the processes, even the finances all are just mechanisms to enable this mission. As a trustee, never lose sight of the charity’s mission. Your role is to serve the charity’s cause by supporting and overseeing the work of the organisation, not by getting lost in its machinery.
3. It’s OK to ask for money
One of the common hesitations many trustees have, especially those new to the sector, is around fundraising. Debra Allcock Tyler reminded us to never be embarrassed about asking for money to support our charity’s cause. People want to help and asking is not begging; it is offering others the opportunity to make a difference. Trust in the generosity and goodwill that underpin the charity sector.
4. Trusteeship: demanding but rewarding
The role of a trustee has changed. It is no longer just about turning up to meetings. Today, trustees are expected to engage meaningfully with strategy, culture, and performance. This can feel daunting, and societal expectations are ever increasing, but that makes your engagement even more critical. That said, know your boundaries. You are not there to do the work; you are there to ensure the work is being done well. Think of yourself as the astronaut with a wide perspective, not the deep-sea diver.
5. Trust and accountability
Trustees make decisions based on information provided by others, usually the CEO and senior team. This means your effectiveness comes down to asking the right questions, such as:
- How do we know this meets legal and regulatory standards?
- Is this consistent with best practice, and how do you know?
- Does it align with the charity’s strategic goals?
Trustees are always juggling different balls and Debra Allcock Tyler emphasized the importance of distinguishing between ‘glass balls’ and ‘plastic balls’. Glass balls are those issues that are critical and cannot be dropped; whereas plastic balls can fall or wait. Knowing the difference will help trustees prioritise what matters most.
6. It’s not just what you say, it’s how you say it
Tone matters, when it comes to building positive relationships between the board and the charity’s executives. When questioning decisions or board papers, use constructive, curious language and avoid phrases like “Why haven’t we ever…?” or “I’m disappointed to see…” Instead, try: “Help me understand how this decision was reached” or “What were the key considerations?”
7. Board papers
Work with the CEO to ensure that a well-structured agenda and supporting board papers are shared with trustees well in advance, and that the agenda specifies what items require a decision. Accept that not every trustee finds the time to read all the board papers in advance, even if they want to. Make board papers easy to digest, for example by incorporating graphs to show trends and by providing narrative alongside numbers. Without context, figures are just trees in a forest – easy to get lost in.
8. People and culture
Finally, don’t shy away from conflict. Surface disagreement respectfully, and when needed, rely on majority votes. If there are disparaging views on the board, it can be challenging for the board to agree on a decision. Instead, the chair can ask trustees to ‘align’ behind a decision that is based on a majority vote. Debra Allcock Tyler recommended that every trustee should meet with the charity’s CEO individually at least once a year to foster mutual understanding and trust.
Finally, if your charity is still operating, celebrate that. In a time when many organisations are struggling to stay afloat, survival itself is a success. Being a trustee is both an honour and a responsibility, which involves judgment, trust, and above all, a deep commitment to the charity’s aims. Debra Allcock Tyler’s keynote reminded us that good trusteeship is not about knowing everything – it’s about asking the right questions, building the right relationships, and always putting beneficiaries first.