Having been privileged to work across the arts, heritage and culture sector for over 20 years, I’ve seen first-hand that a board is truly the backbone of any organisation, providing the stability needed to navigate today’s challenges. The conversations we’re having with trustees suggest that arts sector board recruitment needs a rethink.
Here are some of the things we’ve heard and learned.
Boards are not static
What your organisation required three years ago is likely different from what it needs today. It’s important to map your board’s current competencies against your immediate and future strategic plans.
We recommend continuous reviews—ideally done annually—of your skills matrix and board effectiveness. When looking for gaps, remember to look beyond technical skills. Consider age, gender, cultural diversity and sector background to ensure you have the right mix.
Succession is a collective responsibility
A common mistake we often hear is leaving recruitment solely to the chair. It’s never too early to think about the next generation of leadership, especially for roles like the chair or treasurer.
The best boards are always looking both inwards and outwards. Are there members you’ve identified as future chairs? How are you giving them the platform to gain the required competencies? Every board member should use their own networks to identify future trustees, while also acknowledging the limitations those networks might have.
Read more: 5 steps to creating a board succession plan
Helping new trustees find their footing
Recruiting the right trustee is only the start. A strong induction turns new members into confident, engaged contributors from day one. We recommend comprehensive induction packs alongside a “Board Buddy” system, pairing new trustees with experienced mentors. Regular one-on-one check-ins help new members find their footing, ask questions freely, and grow into future leaders.
Building fairer, more structured recruitment
Boards must move away from being reliant on “known entities” or “taps on the shoulder”. There is a real need for thorough, competency-based recruitment processes that welcome fresh ideas.
This also means addressing practical barriers:
- Financial barriers: Make claiming expenses the standard norm, so that no one is priced out of participation.
- Inclusive language: Avoid jargon and subjective phrases that can be off-putting to those outside your immediate circle.
- Psychological safety: Create an environment where new perspectives are invited and genuinely welcomed in decision-making.
Why a diverse board serves your organisation
Finding a diverse pool of candidates is painstaking and specialist work, but it is an essential investment. The goal is to ensure a diversity of voices is heard around every table.
The arts, heritage and culture sector has always been hugely supportive and collaborative. If you’re unsure where to start with your board’s evolution, reach out to a peer or a trusted advisor. And if you’d like support finding the right people for your board, we’re always happy to help.
Alastair Mitchell is a Principal Consultant specialising in Arts, Heritage & Culture recruitment. With over 20 years of experience in the not-for-profit sector, he partners with leaders across arts and cultural organisations to help them build teams that deliver lasting impact.
