Legitimate Leadership And Its Impact On The Third Sector

By Claire Q. , Fundraising & Communications Director of MyBnk , a UK social enterprise and charity specialising in financial education and enterprise for 7-25-year-olds.

For over a year now, the MyBnk leadership team has been part of the Legitimate Leadership programme, which is based on the core values of care and growth. Our latest session delved deeply into emotions and reflections on recent progress at MyBnk. Discussions revolved around trust and power dynamics, highlighting the importance and complexity of these elements in leadership.

The Hot Potato of Trust

Trust is a delicate issue, isn't it? Charities are privileged to care for and support those in need. In my opinion, there tends to be a general openness to empathy and less cynicism in this environment. This atmosphere can sometimes lead to more blind trust, which can foolishly mistaken for a lack of business acumen (both internally and externally).

Challenges Facing the Third Sector

Currently, the third sector is facing significant challenges. With funding becoming harder to secure and the demand for care increasing, the pressure on charities is immense. More than ever, charities need performance-driven individuals who will not settle for mediocrity and who can lead their organisations through any storm, regardless of their rank or position.

Despite this, charity workers are expected to maintain a ‘soft, warm, and fuzzy’ demeanour, reminiscent of the Brady Bunch, and avoid adopting any business-like strategies or, dare I say, plain old toughness. There's a general reluctance to demand more from stakeholders—whether they are staff, funders, volunteers, peer organisations, or trustees—at all costs. How can we balance empathy with the need for strong, effective leadership to navigate these turbulent times?

The Election Period and Its Impact

During this election period, where the use of power is questionable and untruths are as common as a rain shower in Donegal, many services are being asked to deliver more with less. Charity staff must now translate their passion into performance, driving efficiencies where once the cause alone sufficed. It's no surprise that trust and power dynamics were the dominant topics of conversation in our recent session!!

Building Trust Through Leadership

Like voters, employees will only trust when they believe that their leaders have their best interests at heart. This trust is essential, even if it means acknowledging that change is necessary. As leaders in the third sector, we must balance empathy and business acumen, ensuring that we are both caring and effective in driving our mission forward.

Thankfully, the Legitimate Leadership programme has provided valuable insights into how we can navigate these challenges by fostering trust and effectively leveraging power dynamics. As we continue to support those in need, it is crucial to integrate these values and intentions necessary to build a resilient and trustworthy third sector that is sustainable and capable of continuing to help those in need tomorrow.