National Trustee Week: an interview with Clore Social Leadership
As the 4th to the 8th of November 2024 marks National Trustee Week in the UK, we sat down with the Chief Executive of Clore Social Leadership, Nadia Alomar and Citadel’s founder and Clore Social Leadership trustee Jonathan Hopkins, to talk about the importance of trustees and what they mean for charities and organisations.
What does Clore Social Leadership do?
Nadia:
“Clore Social Leadership is dedicated to developing and supporting social sector leaders across the UK and beyond. Through programmes, resources and community-building, Clore Social empowers leaders who address social challenges, strengthening diversity in leadership, and investing in skilled, strategic and innovative programmes to drive systemic change. Our initiatives are designed to up-skill and platform social leaders, especially those from underrepresented backgrounds, and ensure they have the tools to lead effectively within communities and organisations.”
Jonathan:
“It’s that long term impact which attracted me to Clore Social Leadership. While many charities do great things directly with communities and special interests, Clore Social helps build the capacity of organisations and community leaders now and over the long term. It does this with heart as a can-do charity, doing exactly what it says on the tin – ‘social leadership’.”
How do trustees support that work?
Nadia:
“Our trustees are essential to Clore Social’s mission. They bring valuable strategic insight, ensure strong governance, and help us stay accountable and guided by ethical principles. They also open doors to important networks and partnerships, which are key to expanding our impact. In practice, trustees help us think strategically and creatively, they provide insights and networks from across the sectors and keep us focused and accountable to our strategy. Their support is key to keeping Clore Social innovative and on track.”
Jonathan:
“I agree; being a trustee is as much about your commitment to a cause and the skills you can bring to the table, as it is the important role of strong governance. Trustees provide scrutiny and challenge, but their collective strength provides the support that an executive can draw on from experience, insights and networks. An inclusive, diverse board can provide vibrancy and views that add real value to a charity.”
What do you look for in trustees, as a blend of skills and experiences?
Nadia:
“Clore Social values a broad mix of skills and experiences. We look for trustees who are familiar with both the challenges and opportunities that face the social sector. Key attributes include a deep understanding of leadership and learning within the social sector, with expertise and experience in strategy and partnerships, knowledge of innovative learning practices, and in creating inclusive environments for social change.”
“Trustees who bring experience, composure, self-awareness and a steadying presence to the board, able to draw on their expertise to make informed decisions, suggest innovative approaches and approach complex situations. Equally, trustees with financial acumen and commercial insight – such as an understanding of pricing structures – and those who bring networks are especially valuable, as they help further Clore Social’s impact and financial resilience. Diversity of experience, especially in terms of lived experience and expertise within the social sector, are critical in shaping our direction. It is essential to ensure governance truly reflects the communities Clore Social serves.”
Jonathan:
“It’s important to remember that trustees are volunteers. Yet being part of a charity board is a serious commitment. It can be tricky, one-step removed from operations and day-to-day support, but needing to be close enough to provide strategic guidance and practical insights when appropriate. Our varied backgrounds, experiences and day-jobs are a great advantage to the charity but, as volunteers, our time together can be limited. Meeting just 5-6 times a year as a Board, sometimes online, can make it challenging to get to know the issues and business at hand and to gel as a team of trustees.”
“With thorough induction and allowing time for a trustee to find their feet, it’s the bond created with the executive team which can make all the difference, led by the Chair in creating a culture of support and the right blend of trustee skills. At Clore Social it means walking the walk, not just talking the talk, applying the principles of leadership to ourselves that we seek to instil in others through our development programmes.”
Can you give examples when trustees have had the greatest impact?
Nadia:
“Two examples stand out. Firstly, at Clore Social, especially in a challenging financial climate and a period of ongoing uncertainty within the charity sector, the agility and responsiveness of trustees have been invaluable. Trustees who know when to provide a sense of stability and calm, and then when to bring urgency and refocus, have been critical. Their support was shown through their behaviour and actions as much as their words.”
“We’ve worked as a unified team, creating a culture where trustees and staff operate as one cohesive organisation. The second example is from a previous organisation, where we had a board of subject matter experts alongside a staff team responsible for marketing, operations, programme design and other core functions. This board-staff structure, with clear division of labour, allowed for collaboration, efficiency and exceptional quality in our work. This model of interdependent expertise across the board and staff was instrumental in driving high standards and delivering impressive results.”
Jonathan:
“Those examples show the strength of charity trustees in very different ways. It illustrates the need for trustees to choose carefully which charity they wish to join and, in turn, for charities to make sure their role and structures are clearly aligned with the values and level of commitment a trustee is expected to provide. I’ve witnessed board meetings as a trustee and as an adviser to a range of charities and community groups. It is not sufficient to be a willing volunteer, giving time to attend meetings or to provide ad hoc support. Being a trustee is a distinctive leadership role which requires dedicated time and purposeful engagement on the issues faced by the charity and the communities it serves.”
What support is needed for charities and social enterprise to deliver community services?
Nadia:
“A lot of support is needed! Many organisations are stretched thin with limited funding, especially as demand for their services continues to grow. Sustainable, multi-year funding would make a real difference. Simplifying the funding application process and reducing administrative burdens would also give smaller organisations a fairer chance to compete and thrive. Investing in effective leadership, governance and staff development further strengthens organisations in the long run. Also allocating resources to help organisations recruit, train and retain staff and volunteers from diverse backgrounds brings invaluable perspectives, making service delivery more tailored and impactful.”
“Charities do their best work when they genuinely reflect the communities they serve, grounded in and supported by strong leadership. As part of that leadership, the role of trustees cannot be overlooked or taken for granted. To be effective, their role strengthens collaboration, helping everyone improve and drive greater impact.”
Jonathan:
“Charities, community groups and social enterprise are – and have always been – an essential part of the society. It can be seen in their ability to respond to need and the agency to deliver change within communities. Yet civil society isn’t a cheap alternative to civic structures and public service. Rather it is the weave that holds the fabric of society together. Social leadership secures the capacity across communities and public services.”
The government has published a Covenant Framework for civil society; how can we best ensure the quality, capacity and inclusivity of those organisations?
Nadia:
“People are at the very heart of all of this: it is people who deliver services, build connections and work tirelessly to uplift communities and protect our planet. Supporting quality, capacity and inclusivity in these organisations starts with strong leadership and governance. Leaders and boards in civil society need the tools to create inclusive and resilient cultures within their teams. Striking a balance by embracing a range of perspectives, backgrounds and skills ensures our boards are both inclusive and effective, striving for continuous development in the face of evolving challenges and opportunities, and ensuring that services are both responsive and compassionate.”
“By aligning their approach with the Covenant’s core principles – recognition, partnership, participation and transparency – we can build a sector that not only addresses immediate needs but also empowers communities for the long term.”
Jonathan:
“Trusted relationships are key and, as everyone knows, after the initial spark all relationships need constant work and attention to grow and flourish. This applies to community leadership – whether place-based in a defined area, or a community of interests – and with political leadership, at all levels of government, public services and business. Viewed as a whole, it’s the values, shared experiences and inclusive approach that Clore Social works to support that can be the backbone of a civil society covenant.”
Citadel 