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100 Job Strategies · 83 of 100

The Nonprofit Board Seat

Small charity boards are full of corporate executives and short of volunteers.

10,002 viewsHigh effortPays off in 9-18 monthsExperienced candidatesCareer switchersFinance and legal professionalsAnyone targeting senior roles
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In short

Small charities and community organisations need trustees and board members, and they struggle to find them. Those boards frequently include senior people from exactly the industries you want to enter — and serving alongside someone for a year is a fundamentally different relationship from meeting them at an event.

The situation

A small charity needs a trustee with some financial literacy. They have been looking for eight months.

Sitting around that board table are a partner from a regional law firm, a finance director from a manufacturer, a retired hospital executive and someone who runs a logistics business.

These are people whose attention would be almost impossible to obtain through conventional networking. They meet every six weeks, for two hours, and they are short a colleague.

The seat is unpaid and genuinely needs doing. It is also the only context in which someone at your career stage sits as a peer with people at theirs.

Why this works

Small charity boards have a persistent recruitment problem and an unusually senior membership, which is a rare combination.

They struggle to recruit trustees because the role is unpaid, carries legal responsibility and requires ongoing commitment. Meanwhile the people who do serve tend to be established professionals — finance directors, lawyers, executives — because those are the skills boards need and the people with the confidence to volunteer.

Serving alongside someone changes the relationship fundamentally. Over a year of meetings you work through real problems together, they see your judgement and reliability, and you become a colleague rather than a contact. That is categorically different from meeting the same person at a networking event, and it is the kind of relationship from which referrals flow naturally.

The credential is also genuine. Board or trustee service demonstrates governance understanding, fiduciary responsibility and the ability to operate at a strategic level, which is meaningful on a resume particularly for anyone moving towards senior roles.

For career switchers it provides something else that is hard to obtain: legitimate experience of responsibility in a new context, which can be referenced honestly.

The important framing is that this must be entered for the right reason. Boards carry real legal duties and organisations depend on them. Joining purely to network is both transparent and a disservice to the charity.

How to run it

  1. 1

    Find organisations needing trustees

    Charity regulators, volunteer matching services and local infrastructure bodies advertise trustee vacancies constantly.

  2. 2

    Choose a cause you genuinely care about

    You are committing years. Doing it for a cause you are indifferent to produces poor service and shows.

  3. 3

    Look at who else is on the board

    Trustee listings are usually public. Boards containing people from your target industry are the ones with network value.

  4. 4

    Understand the legal duties before accepting

    Trusteeship carries real responsibilities and in some cases personal liability. Read what you are taking on.

  5. 5

    Contribute substantively at every meeting

    Your reputation among those people is built on how you actually perform. Attendance without contribution registers negatively.

  6. 6

    Let professional relationships develop naturally

    Never treat the board as a networking venue. After a year of working together, career conversations happen on their own.

What to say

Copy, then make it yours
Dear Ms Adeyemi, I am writing in response to your trustee vacancy for someone with a finance background. I am a management accountant with eight years in practice, currently working in manufacturing. I have followed the charity's work with the day centre for some years, and my mother used the equivalent service in another borough, which is where my interest comes from. I can commit to the six meetings a year plus the finance subcommittee, and I would be glad to help with the budgeting and reporting cycle specifically. I have read the trustee responsibilities and the most recent annual accounts. I would welcome a conversation about whether I would be useful to you. Yours sincerely, Chidi Nwosu

When it does not work

  • Real legal responsibility. Trusteeship carries fiduciary duties and in some jurisdictions personal liability. This is not a decorative role.
  • Genuine time commitment. Meetings, reading papers, subcommittees and occasional crises. Underestimating this leads to poor service.
  • Joining to network. Transparent to everyone and a disservice to an organisation that depends on its board. The network is a by-product, not the purpose.
  • Slow payoff. Relationships take a year or more to develop. This is not a solution for an urgent search.
  • Struggling organisations. Some small charities are in difficulty, and trustees inherit those problems. Read the accounts before joining.
The takeaway

There is no other setting where someone at your stage sits as an equal with people at theirs, working through real decisions, for a year.

Questions

What are the actual responsibilities of a trustee?

They are genuine and vary by jurisdiction, but typically include fiduciary duties to act in the organisation's best interests, oversight of its finances and activities, ensuring legal and regulatory compliance, and collective responsibility for decisions. In some jurisdictions trustees carry personal liability in specific circumstances. This is not a decorative role, and reading the responsibilities properly before accepting is essential rather than advisable.

How do I find organisations looking for trustees?

Charity regulators frequently maintain or link to trustee vacancy listings, volunteer matching services carry them continuously, and local voluntary sector infrastructure bodies know which organisations are recruiting. Many small charities simply advertise on their own websites or through word of mouth, because they struggle to fill these positions. Approaching an organisation you care about directly is entirely normal even without an advertised vacancy.

Is it acceptable to join a board partly for the network?

The network should be a by-product rather than the motivation, and the distinction is visible to everyone. Boards carry real responsibility and organisations depend on their trustees performing properly; someone attending to collect contacts contributes poorly and it shows quickly. Choosing a cause you genuinely care about and serving properly is both the right thing and what actually produces the relationships, since those come from people seeing your judgement over time.

How long before this produces professional benefit?

A year or more, which makes it unsuitable as a response to an urgent job search. The relationships develop through working alongside people on real decisions across multiple meetings, and that accumulation cannot be compressed. The credential itself — demonstrable governance and strategic experience — is available sooner on a resume, but the network value specifically requires time and consistent contribution.

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