Better Board Behaviours

David Smith write for TFN Guide To Running A Charity Or Social Enterprise 2025-2

The importance of the role of a charity trustee within a charity cannot be understated and the actions of a board will rightly be scrutinised when looking for “good governance” within an organisation. After all these are the individuals that are responsible for the general control and management of the administration of a charity.

Charity trustee training rightly focuses on legal duties and emphasises the importance of having procedures in place to assist with the day to day management of a charity. However, it is often the ‘softer’ skills and the board’s ability to work together that can have the most impact on a charity.

Boards need to remind themselves of the principle of collective responsibility. This means that meetings and decisions cannot be dominated by one or two individuals. Charity boards should be making a conscious effort to ensure that individuals feel comfortable challenging and sharing ideas. The culture of the board can be driven by a good chair, but it is the responsibility of all the board members to ensure that it is adhered to.

If decisions are being challenged then this needs to be done in a constructive manner. Trustees also need to be conscious of the importance of presenting a united front even if they do not agree with every aspect of a decision that has been made by the board. Disagreements amongst board members are not always a bad thing as it can lead to new ideas and alternative ways of working, however, if trustees are publicly airing their grievances then this can impact the reputation of the charity and serve to undermine the board.

Trustees are required to act in the interests of the charity at all times, therefore they need to consider how their own behaviour interacts with this fundamental duty. While trustees may be acting in a manner which they believe is to be in the interests of the charity, it should not be done in a way that ignores recognised policies and procedures. It goes without saying that boards are required to comply with their governing documents, but the codes of conduct and policies that have been agreed by the board should be considered as an extension of that internal law.

A practical example of this is often seen in the relationship between the board and its staff. Clear schemes of delegation may be in place but all too often do we see examples of trustees becoming embroiled in operational or employment matters that should rightfully be left to the senior management teams. These actions not only damage the relationship between the board and staff, but board interference can have a negative impact on final outcomes, causing mistrust and confusion within the charity.

A good understanding of legal duties is vital for a trustee, but trustees should be aiming to create a positive environment that encourages responsibility and drives change not only in the boardroom but throughout the entire charity.