Ian Joseph OBE is Managing Director of Trustees Unlimited, the UK's leading trustee recruitment. He reflects on his journey as a trustee, sharing insights and advice that he’s learned along the way
People choose to become trustees for several reasons. Two stand out.
The first is to use the skills and experience they have accumulated in a way that feels more meaningful than simply giving money.
The second is the value they derive from the experience.
I have had the privilege of serving on the boards of several organisations. Although, in every instance, my first reaction was one of self-doubt and a questioning about my suitability, without fail it became one of the most rewarding things I’ve done professionally and personally.
I remember becoming a founding trustee of an Olympic legacy project. Cyclopark would become the largest cycling venue of its kind in Europe. I can still recall walking into that first board meeting thinking that, whilst I had a passion for what they were doing, I knew nothing about building something like this and, quite frankly, very little about anything connected to the project. Over time, I found my feet. And I found my voice. I realised that I could be the person who asked the “stupid questions”, which really means asking the questions others are thinking, but are too afraid to ask!
‘The opportunity to make a difference is the lodestar’
When I became Chair of Kidscape (now Coram Kidscape), I don’t think I had ever prepared so hard for a first meeting. I still remember how nervous I felt when I addressed the board for the first time. Once again, though, I found my feet. I’ve always found then when something is scary, it is best to face the fear head-on. And rarely is it as bad as we think!
I know that self-limiting beliefs often hold people back from considering trusteeships. We tell ourselves that someone else would be better qualified or that we need to wait until we have more experience. But when we reframe our perspective and recognise that we have something - often quite unique - to offer, stepping into the unknown becomes less frightening and, dare I say it, laced with a tinge of excitement.
The opportunity to make a difference is the lodestar.
I remember wrestling with a particularly difficult issue at Kidscape when the CEO said something simple, but profound to me.
She said, “If you keep the kids in the centre of the room, you won’t go wrong.”
That, for me, gets to the heart of why people become trustees. We want to have an impact on causes we care deeply about.
As board members, we help shape an organisation’s strategy. We support CEOs through difficult decisions, ensure resources are used effectively, improve services for beneficiaries, and bring outside perspectives and lived experience. Trustees don’t deliver the services themselves, but they help create the conditions in which those services can thrive.
‘I once had a coffee with a very senior banker who became emotional as he described the fulfilment he found in contributing to something more important than his day job’
Most people become trustees because they want to give back. What often surprises them is how much they gain in return.
I’ve seen people develop entirely new skills, whether in strategic thinking, financial oversight, or an appreciation of risk. I’ve seen people grow as leaders as they deepen their understanding of governance and build confidence in their own judgement. I’ve seen people expand their professional networks and learn how to communicate more effectively with those from different backgrounds. As someone once said to me, “Going to a board meeting feels like being immersed in a mini-MBA every time”.
Just as importantly, I’ve seen people derive enormous satisfaction from the experience. In fact, I once had a coffee with a very senior banker who became emotional as he described the fulfilment he found in contributing to something more important than his day job. I certainly didn’t expect how much I would learn by becoming a trustee. Nor did I anticipate how much joy it would bring.
You don’t need to know everything before you start. Curiosity, commitment and a willingness to contribute often matter far more than you think.
Irrespective of your background, boards benefit from different experiences and viewpoints. Trustees do not all need financial or legal expertise. Skills developed in business, public service or through lived experience all have value.
Think about what you have to offer.
Sometimes younger people hold back because they feel that their lack of experience is a shortcoming. What they fail to realise is that their perspective, curiosity, enthusiasm, and the fact they are digital natives, are every bit as valuable as more traditional forms of expertise.
The charity sector faces significant challenges and opportunities. Many charities struggle to attract new trustees, partly because only 6% of vacancies are advertised, and partly because people consistently underestimate what they have to offer.
If you’ve ever wondered whether becoming a trustee is for you, my advice is simple: say yes, now is the time. Because the “perfect time” rarely arrives.
You don’t need to know everything before you start. Curiosity, commitment and a willingness to contribute often matter far more than you think.
You may discover that becoming a charity trustee doesn’t just change the organisation you serve. It changes you too.
Ian Joseph OBE is Managing Director, Trustees Unlimited and Joint Managing Director, Russam. Follow him on LinkedIn here.