Charity exec - 6 months in and I’m done

[Luciev]

Hey everyone, need some advice. I’m a CEO of a smallish charity, I’ve been in post 6 months and i want to throw the towel in but I feel like failure doing that. A short back story.
the interim CEO applied for the role but didn’t get it. They kept them on as COO and this, I believe, is the root of the problem. The staff still see her are leader, the leadership team see her as leader and she see herself are the rightful leader and has done everything in her power to throw me under a bus at every opportunity. She has a terrible relationship with the board and says that’s why she didn’t get the role. Before I started the board told staff they would take a chance with me - fresh pair of eyes and I would bring in loads of money - but of course it takes time and I am working on it. The expectation that in 6 months I would do this alone is not achievable - I don’t have KPIs and it’s not in my JD. Everyone feels sorry for the COO and she plays on that rather than manage their expectations. I walked in with a real determination to lead -not knowing this back story and I feel totally deflated. I feel like the odds of success were stacked against me from the start and I need an exit that keeps my mojo in tact - it’s hanging together precariously right now. Any suggestions ? I still need to work - can’t fully retire.

Take the fact that it’s a charity out of the question, it’s job.

Look around and find something else. This job isn’t working out for you, it happens. Don’t feel guilty. Walk away and move on.

Have you taken this to your board?
Do you have regular meetings with them ?
Do you have any external supervision?
Are you a member of ACOSO ( don’t know the rUK equivalent but there is one)?
Or NCVO?

This may not be the job for you, but if it's your first CEO role, I'd try to stick it out for a year at least.

Lots of questions, OP, to help me understand better. First, do you intend to find another job and leave? Or are you planning to carry on? Your post isn't clear.

The things that stand out and some observations.

You'd feel more focused with KPIs. Can you negotiate some with the board?

The crux is your relationship with the COO. What are you doing to find out from her what she needs from you as CEO? If you had a alliance as the two most senior roles, her behaviour may change. An obvious division of responsibilities would be her - internal (ops, budget, planning, resourcing) you - external (fundraising, partners, stakeholder management, press, policy)

Does the charity as a whole have a vision, mission and strategic plan so everyone is working to the same end?

How actively supported are you by the board?

Would it help you to have a mentor?

Thanks all.

Yes I do. And I have done that. They are supportive but massively unpopular with the staff teams.
I think a mentor is a great idea - I did have one early on but it fizzled out. I will look again if I decided to stay. But as someone pointed out - I think sticking it out for a year may be the answer so a mentor would be useful.

If you can't work with her, and she's not acting in the best interest of the organisation, then is she what's needed long term? Can you put her on a performance plan for her behaviour?

How many staff are there, OP? If they knew you better - coffee chats, one-off 1:1s, you leading strategic planning - that may start to break your allegiance to the COO.

Yes it’s muddled I know - difficult getting it all down coherently without sound like a complete whinger. I feel leaving so soon looks pretty bad so unless something amazing happens I’m probably sticking it out- I will be suggesting going part time - and using the extra resource to employ a part time fundraiser as there is no fundraising person - which is bonkers. No CEO can fundraise alone. We can then work together on this.
I don’t have KPIs and I do need them. I am discussing these with the board.

the crux is that there is simmering resentment that I was employed and it’s very apparent. It’s very hard to crack that nut - even seasoned CEOs would struggle. I know what’s going on so I’m on top of it - I just don’t feel I want to but then I have this “ I’m a failure “ woe is me” moment and I know I need to get past it.

What you need is the Cranfield Trust. Fantastic resources, a mentor programme and set up totally to support charity staff. Look them up, look at their webinars and do not throw the towel in yet! If the board are with you then you have a chance.

I have had that thought but she is good at her job - it’s the passive aggression and stirring the pot that’s annoying. I can’t be doing with it. So it’s not so much what she does - it’s the other behaviours.

i will look them up. Thank you so much.

I have just looked briefly at the support - I didn’t know this existed - so thank you so so much. I will email them Monday or drop them a line. Thanks again ❤️

Why is the board unpopular with the staff?
Are there any governance concerns?
I feel you need to have regular meetings with your chair to agree objectives etc.
The board needs to be visibly supporting you and I would get some early wins under your belt so you can start to feel more effective and secure.
I know it’s a cliche but have you had an all staff awayday externally facilitated where everyone can reset and plan for the future.
I think you need to be more assertive/proactive.
if the board isn’t setting KPIs set your own

Have you had an open conversation with the COO about her not getting the role? I had a similar situation and by doing this was able to support her into a CEO role elsewhere.

Also as a small charity do you need a COO? Couldn't that expenditure be utilised better on FR capacity?

Apologies for commenting again as more thoughts come to me.

As CEO, one of your roles is to set the tone for the whole organisation. How about a frank exchange with the COO, offsite? Eg 'I know you think my job should be yours. That must be really difficult for you. But we're in this together and it's up to us either to make it work by developing a better relationship than we have now so that everyone can benefit, or to continue with the unpleasant dynamic we have now and have everyone suffer. I would prefer the former. What about you?' etc etc

😬

Unfortunately I think you are being far too passive here and not taking enough control especially since you have the backing of the board.

The COO isn’t going to change nor are the people that blindly support her. So instead of giving up and accepting this dig in.

Create a new strategy for the direction of the charity which includes new org structure and clear outcomes and direction. Include a fundraising role.

Present to the board. Then once you have their backing present to the staff. Make it very clear that there is going to be a change in direction to ensure success and if anyone feels they can’t support this change in direction should consider that this may not be the place for them anymore.

Empower people. Show how they are going to support this change and get their by in. If the COO doesn’t agree then she has to go. You are the CEO so it’s time to get behind that and lead

I organised and away day with all staff and the trustees to review the values. I thought a great opportunity to get everyone together and talk about the future. It was awful - staff have complained about the a couple of the board made comments not in line with DEI, spoke over them. The reason they are not popular is that they employed me meaning the staff got a smaller pay rise and the a trustee told them this. Also that previously they were very arms length. I have been working with them on their governance and that’s good now - the board is working well as a function. I have been busy with increasing our exposure - making changes to our external comms. I am considering part time and using the extra resource to employ a fundraiser - this would be someone I can work with on this critical element.

it’s more to do with, I think, internal politics - and not having an SLT that wants me to succeed.

Hi and thank you. Yes I have done that. I see her point - but we are where we are. Someone said I’m being too passive. And I think they are right. Will look at that.

I say that not as a criticism but as a pep talk that you are the one in charge so please stop letting others control the narrative or how you feel.

You can do this! If you lead others will either follow or not and they will go. Make it very clear that a line has been drawn. People won’t want to lose their jobs so make it clear you expect people to get behind the new strategy. The COO will be marginalised soon enough. Any dissent or criticism should be met with ‘there is a new direction for the charity and I was brought in for a reason. It’s time to draw a line and move forward’.

Good luck! And don’t go part time to afford a fundraiser (unless you want to). Restructure to suit your needs!

You do come across as being passive. So you've talked to the COO. What did you agree with her on behaviour, if anything? She's still behaving badly so more work needed...How often do the two of you meet as the two most senior people in the charity? As the saying goes, keep your friends close and your enemies closer.

Sadly I think you are right. I have been passive. My biggest mistake was not dealing with the issue directly but hoping it would fade away. And because i am a decent and fair person this would be all that’s needed.

I have worked on a new strategy and now we will discuss at board level and get in into something we can share wider. it’s exciting and will help create a stable and sustainable future.

The work, I can do standing on my head, I have the vision and the work ethic , and I though people skills. It’s the internal politics and backstabbing I find hard to you will tell me to pull up my pants, and you are right. I had conversations with friends and they just say - leave - it’s toxic. But I don’t like failing especially when it’s only 6 months.

I think you need to speak to the chair of the board about this. I think you need a plan to deal with this and it needs to include a potential leadership structure which does not include the COO. It’s not working. It’s very common for new leaders to want their own team in place. If you leave it any longer I think you will struggle to take control.

i can imagine how scary and frustrating this is but unfortunately, you’re not going to get out of this without being the bad guy but it’s your business and you are accountable. This can’t continue and won’t get better without decisive action

No we don’t need really a COO and I said the money would be better utilised on a fundraiser. The board actually agreed but there were other reasons they kept her on - I’m not sure what they are.