I would be grateful to hear privately from any charity CEOs who have experience of navigating a prolonged period of limited Board capacity and engagement.

I am CEO of a small charity that has developed significantly in recent years, while its Board capacity has not grown at the same pace. This has contributed to increasing reliance on the CEO, difficulty securing timely strategic decisions, inconsistent communication and delays in strengthening the Board. Several important organisational developments now require proper consideration, including a significant potential funding opportunity, changes to my working arrangements and the recruitment of new trustees.

Progress on trustee recruitment is now starting to be made, but I am concerned that this is being done in haste and is not being informed by the charity’s future direction, an agreed assessment of the skills and representation required, and with no agreed and appropriate recruitment and induction process.

I have prepared a factual paper for the Board setting out the governance issues, their organisational impact and recommended actions. Before circulating it, I would value a confidential peer conversation with somebody who has faced comparable circumstances, particularly a founder-CEO or a CEO who has helped a small Board strengthen and renew itself.

I am not seeking to identify or criticise individual trustees, and I would not share confidential organisational information publicly. I would simply appreciate an experienced perspective on how to raise difficult concerns constructively, protect working relationships and encourage an effective Board-led response.

If you have relevant experience and would be willing to have a confidential conversation, please send me a private message. Thank you.