Five steps to recruiting a charity chief executive

Five steps to recruiting the right charity chief executive

1. Gain the commitment of other stakeholders

Many of the more challenging CEO recruitment processes we’ve seen have been where key decision makers aren’t involved at the beginning.

Lock in dates early and ensure that everyone, including trustees, HR, and any external consultants, can contribute to the brief before the process begins. It’s much harder to reach an agreement later if people haven’t been part of defining what the organisation needs.

A shared understanding of the role’s context and challenges sets the tone for a smooth executive hiring process; bringing people in late without proper alignment creates unnecessary risk and disruption.

2. Be organised and map out the recruitment process.

Take the time to map out the process from start to finish. It shows respect for candidates and for the time your board and team are putting in.

Get key dates in everyone’s diary early, including closing dates, interviews, panel availability and when shortlisted candidates will meet the team.

If you’re working with a search partner, agree on timelines and responsibilities upfront so you’re clear about who’s doing what.

This helps avoid losing strong candidates and supports a better overall experience in charity leadership recruitment.

3. Be warm and human

The way you present the role says a lot about your organisation. A welcome letter from your Chair or outgoing CEO can help people picture themselves in the job and understand the culture.

It’s a small touch that brings the opportunity to life, giving candidates a sense of the people behind the process and what it might feel like to be part of the team. That sense of connection matters for those who aren’t actively looking but might be open to a meaningful role.

4. Be honest

Don’t shy away from the challenges. Be clear about what the organisation is working through and why you’re looking for particular skills or experience.

People stepping into charity CEO roles are often looking for purpose and alignment. Being open helps the right people see what they could bring and why it matters.

5. Make yourself available

Your diary might be full, but finding space for informal conversations with strong prospects can make a real difference.

Senior charity leaders are often weighing up more than one opportunity. A short, open conversation can give them the confidence to apply and show that you’re engaged in the process.

Being available also tells people you’re serious about finding someone who gets what you do, brings people with them, and wants to be part of your purpose.

Informal chats can show you things that interviews don’t. If you’re down to a shortlist, you could ask candidates to respond to a real challenge your charity is facing, or to spend time with a small group of staff or service users. These moments help you see how someone listens, how they connect, and how they might lead in real life.

That said, be mindful of how much you ask and be respectful of candidates’ time. If tasks start to feel like unpaid consultancy, candidates may disengage, especially those who are already in demanding roles.