The North East charity sector has entered 2026 facing a paradox.
Demand for services continues to grow and operating environments are more complex than ever. And it seems many charities are struggling to recruit the executive leaders and trustees they need to thrive. Not because of a regional talent shortage in the traditional sense. It’s a leadership gap: between what charities require from leaders and how leaders are identified, engaged, supported. Closing this gap needs a fundamental rethink.
Today’s charity executives and trustees are expected to do far more than steward mission and values. They must navigate regulatory risk, financial volatility, digital transformation, partnerships and increasing expectations around impact measurement and transparency.
At the same time, senior leaders are reassessing what they want from their careers. Purpose remains a powerful motivator, but it must sit alongside professional development, realistic workloads, strong governance and supportive board relationships.
One of the most common challenges I see is recruitment driven by urgency, rather than strategy. Recruitment becomes most effective when it is aligned to long-term organisational strategy, not just filling immediate gaps of departing individuals.
In 2026, effective charities should be asking different questions:
Historically, charities have drawn leaders from within the sector, which brings deep understanding and commitment but also limits reach. Many skills now required at executive and trustee level exist in abundance beyond the charity world. However, values alignment, emotional intelligence, and the ability to lead through ambiguity are increasingly critical.
The challenge is not attracting these individuals but translating charity roles in a way that resonates with them. Clear articulation of purpose, realistic expectations, and honest conversations about risk and reward are essential. Purpose opens the door; professionalism keeps it open.
Structured assessment of behaviours, motivations, and leadership style, alongside experience, helps charities avoid costly mis-hires, ensuring leaders are equipped for the realities of modern charity leadership.
Trustee recruitment remains one of the sector’s most persistent challenges. Too often, boards rely on personal networks, resulting in limited diversity of background, thinking, and lived experience. High-performing boards in 2026 are those that:
Trustees should want to add value. Charities must show how their expertise will be used and respected. I work closely with clients on recruitment packs that go a long way to showing prospective candidates what value they will bring.
As recruitment grows more complex, charities are recognising the value of specialist partners who understand both leadership markets and the nuances of the charity sector. Effective partners act not just as recruiters, but as advisers, challenging assumptions, broadening horizons, and helping boards and executive teams make confident, informed decisions. This is the model I follow with my clients, often recruiting not just one leader but helping reshape the leadership team over a period of time.
In conclusion,closing the leadership gap in 2026 is not about competing with the private sector on salary. It is about clarity of purpose, professionalism in recruitment, and respect for leadership as a critical enabler of impact. Charities that invest in strategic, inclusive, and forward-thinking recruitment will secure stronger executives and trustees, building an organisation capable of delivering lasting social change.
If you are a charity that is interested in redefining it’s recruitment approach for leadership then get in touch with Peter on peter@theexperiencebank.co.uk
