The future of not for profit leadership in the UK

I recently attended Anthropy UK’s webinar session, ‘Discover the Hidden Intersections Shaping Britain’s Future’, which was a fascinating and timely conversation about trust, democracy, community and what kind of leadership the not for profit sector is being asked to provide.

Much of the discussion reflected concerns many senior leaders are already dealing with: trust feels increasingly fragile, communities are less connected and the operating environment is becoming harder to read.

For not for profit organisations, this is evident in service delivery, organisational culture, long-term strategy and with growing frequency, in recruitment conversations.

The most encouraging message from the session was that progress tends to happen between worlds; in the intersections between disciplines, sectors, generations and communities. And that has real implications for the leaders we support.

Here are three themes that stood out and what they might look like in practice:

1. Leadership and the work of rebuilding trust

Across the discussion, there was a clear appetite for leaders who are open about uncertainty and realistic about constraints. Few leaders are expected to have complete certainty, but there is a need for honesty, coherence and:

• Explaining the thinking behind a decision, rather than only the outcome.
• Talking through trade-offs and where judgement was required.
• Reflecting on what did not go as planned and what changed as a result.

In senior leadership recruitment in the not for profit sector, these aspects matter as candidates who can reflect on their experience rather than speak defensively are more likely to demonstrate their sound judgement and credibility. For boards, this gives them confidence in how a leader will respond when conditions shift.

2. Leadership that creates belonging as well as direction

Anthropy also touched on the weakening of local infrastructure, the pressure on families and the sense many people have of being excluded from the systems that affect their lives. These are the conditions that many charities operate in daily.

In this environment, leadership extends beyond setting direction as it includes shaping an organisation where people feel involved and represented. That can look like leaders who engage communities early, even while ideas are still forming, or it can mean noticing whose voices are missing and taking responsibility for widening participation. It often involves treating belonging as something to deliberately work at, rather than assuming it will follow on from good intentions.

During interviews, candidates who can demonstrate how they have fostered participation or shared ownership through their leadership will show their ability to stay close to communities and adapt as needs evolve. Having these qualities will only enhance board-level discussions, underscoring the need for a united approach to progress.

3. Leadership as sense-making in complexity

Another theme was the demand for leaders who can help others work through uncertainty. With political, financial, technological and social pressures, people are looking for clarity that doesn’t oversimplify the reality they are facing.

In practice, this often means leaders who make their decision-making visible by:

• Talking through how evidence, experience and judgement have been balanced.
• Helping teams and stakeholders understand the wider context, without overwhelming them.

In interviews, this shows up in how well a candidate can explain their thinking. Those who are comfortable exploring uncertainty and who remain curious rather than fixed often demonstrate the steadiness organisations need in unsettled conditions.

Leading at the intersections

Anthropy reinforced something the not for profit sector has long understood: the challenges facing the UK don’t sit neatly within organisational or sector boundaries. Trust, community, identity, skills and global forces overlap and leadership is shaped by these ‘intersections’.

The leaders likely to make a difference over the next decade are those who can operate confidently in these spaces. They tend to be collaborative, reflective and grounded in the realities of the communities they serve.

For boards, this places emphasis on more than track record alone and it invites giving attention to how leaders behave under pressure, how they bring others with them and how they continue to learn.

Click on the link below to learn more about the Anthropy collective vision, the Anthropy Intersections.

Clare Chesworth is Head of Social Justice at Peridot. She is passionate about recruiting executive and board leaders for organisations supporting marginalised communities. With an empathetic and driven approach, Clare can find the right leaders to suit your mission. If you’d like to get in touch with her, you can connect with Clare on Linkedin or send her an email.