This document discusses the career paths of charity Finance Directors and their ability to become CEOs. It notes that over half of FTSE 100 CEOs were previously FDs, but there is little evidence about careers in the charity sector. The document outlines some differences between charity and commercial FDs, such as the nonprofit focus versus profit. It provides strategies for FDs wanting to become CEOs, such as taking on additional roles, becoming a trustee elsewhere, and developing a wider set of skills beyond finance. The conclusion emphasizes the need to want the CEO role, be comfortable outside one's comfort zone, and continuously develop oneself holistically.

1. How can the FD be involved in Strategy or…
Would you like the top job?
Professor Paul Palmer
Centre for Charity Effectiveness Cass Business
School
Cass Centre for Charity Effectiveness
Intellectual leadership: developing talent, enhancing performance

2. Why are Charity FDs not like
their commercial counterparts?
• of current FTSE 100 CEOs, (51%) are ...
a qualified accountant who spent six
years as Finance Director
Cass Centre for Charity Effectiveness
Intellectual leadership: developing talent, enhancing performance

3. But What Evidence for Charities?
• ACEVO/Tribal CEO Pay Survey
• No other empirical evidence
• No Literature
• How Rigorous?
Cass Centre for Charity Effectiveness
Intellectual leadership: developing talent, enhancing performance

4. And how much is this reality in
Private sector
• Focus on FTSE – but very different from
SMEs
• Equally how representative is top 100
charities or even 500 from rest of sector?
• So Perception – rather than reality?
Cass Centre for Charity Effectiveness
Intellectual leadership: developing talent, enhancing performance

5. How Different is a Charity Finance
Director to Private Sector?
• ICAEW new framework
• Differences?
• - non profit distribution – focus on mission
• Who owns a Charity? – role of trustees
• But changing world of charity finance re –
Bonds, PRC – for some!
Cass Centre for Charity Effectiveness
Intellectual leadership: developing talent, enhancing performance

7. Perception Issues
• Trustees – bigger picture – strategic/leadership
skills
• Mission and Value – CEO experience in field
• Walk the Talk – Affinity to the Cause
• FD role and behaviour conforming to norm? –
comfort blanket issues – even role on the board
re agenda item8!
Cass Centre for Charity Effectiveness
Intellectual leadership: developing talent, enhancing performance

8. An Effective CEO –some
essential skills
• Vision and strategic change maker
• “Getting the Best out of Others”
• Experience in Field/Values
• Effective Governance
• Leader and Communicator
• “Multi tasking”
• Profound understanding of the Sector
Cass Centre for Charity Effectiveness
Intellectual leadership: developing talent, enhancing performance

9. Strategies for an FD wanting to be a
CEO/increase influence with trustees
• Change your job title – Deputy CEO – Resources
Director?
• Identify your charity expertise area – changes in
charity finance may help – re social bonds leadership
role
• Do a wider management course
• Take on special project roles – re field problem and
multi-tasking issues
• Be a trustee elsewhere – but not Hon Treasurer- don’t
be pigeon holed!
Cass Centre for Charity Effectiveness
Intellectual leadership: developing talent, enhancing performance

10. Conclusions
• Have a desire – you got to want to do it
• Be prepared for a bumpy role – are you happy to
be out of your comfort zone?
• Your Personal development – how to think more
Holistically! –
• Embedding your learning – £500 is not enough!
Cass Centre for Charity Effectiveness
Intellectual leadership: developing talent, enhancing performance