Stepping into a CEO role for the first time is a significant moment in any leader's career. It's a chance to shape an organisation's direction, make a meaningful difference, and grow in ways that few other roles allow. But it also brings a unique set of challenges, from navigating new relationships to finding your own leadership voice. Whether you're a newly appointed CEO, considering the step up, or supporting someone through this transition, the insights that follow should help you navigate those crucial early months.

To help better understand the challenges and processes involved in becoming the leader of a charity, we’ve spoken to Simran Foote, the new CEO of Accuro, a charity supporting children, young people and adults with disabilities in Essex; Emma Aiken-Jones, a senior leadership coach and Cranfield Trust volunteer; and Dan Francis, CEO of Cranfield Trust.

The weight of the role

When Simran Foote stepped into the CEO role at Accuro, she knew it would be demanding. What she didn't anticipate was quite how much resilience the role would require. "I wish someone had told me how tough you have to be as a CEO," she reflects. "Not with other people, but yourself. You have to be resilient. You have to be strong." 

The shift in relationships is one of the most significant adjustments. Simran describes the careful balance required: "You are one of the team, and you need to be seen as one of the team. But you have to be able to keep a distance because of the decisions that you have to make. That’s why you’ve got to be tough with yourself." 

Emma Aiken-Jones sees this pattern repeatedly in her coaching work. "That change in relationship is something people struggle with," she says, "particularly for people who have worked their way through the same organisation. They may have been a peer of some of the staff, and then they become the CEO. They grapple with how to build on that existing relationship, continuing to be authentically themselves whilst having boundaries that acknowledge they do have the final say on things. Be open and acknowledge the change, and agree together on your new ways of working. " 

There's also an expectation, often self-imposed, that leaders should have all the answers. Emma challenges this directly: "New CEOs often feel they should know everything. But that’s not the job description, no one expects you to be an expert in everything.  It is your job to make sound decisions, so be curious, ask questions.” She draws on Brené Brown's concept of "I’m not here to be right, I am here to get it right." 

Dan Francis, now settling into his own CEO role, echoes this. "You're always on," he says. "People are looking to you, and you're always on show. You've got to be a little bit more aware of the signals that you give off in kind of everything you say."

Listening before leading

The temptation to make an immediate impact is often strong, but Simran and Emma both encourage patience. Despite being confronted with issues that demanded urgent action in her first few days as CEO, Simran made sure she fully understood what was in front of her before rushing in. "My advice would be to take your time, really get a handle on things, try to start building some key relationships and understand the relationships in the organisation," she says. 

Emma sees this impatience frequently. "Understandably, CEOs want to come in and make as much of a difference as quickly as possible to prove themselves," she observes. Her advice? Understand the context first. "What are the barriers to change? Who are going to be supporters, who are going to be detractors? What's the appetite for change? What's the history of the organisation?" 

She also warns of unintended consequences when change feels imminent. "Staff can worry: does that mean their role is at risk? Do they need to do things completely differently? Clear communication early on as to how you're going to approach your role, including what your team can expect from you and what you would like your team, helps to calm fears and reduce feelings of uncertainty." Without that clarity, organisations can slip backwards as people wait for direction rather than continuing their work. 

Dan took a deliberate approach to his first months, resisting what he calls his "bias to action." "Taking a bit of a step back actually allows you to be more strategic," he reflects. "It's OK to slow down to go fast. Really spending time listening, observing and diagnosing before acting, so long as the organisation isn't on fire, is absolutely the right thing to do." 

Building your support network

The loneliness of leadership is well documented, but experiencing it firsthand is different from reading about it. "It is something that I see a lot of people struggling with in the early months," Emma confirms. "And it's not unique to the charity sector, it's across all sectors." 

This loneliness is often compounded in periods of transition. Emma describes a pattern she's observed: "Succession planning often does not extend past the CEO's role.  So when people step into the CEO role, it can feel isolating as they no longer have the benefit of the close working relationship with the outgoing CEO, whilst also possibly having a vacancy in their previous role or an inexperienced number two that they cannot initially look to for support.” 

The solution? Be intentional about building support. Emma suggests thinking about succession planning for your current role and other impacted roles in the senior leadership team, so you can develop team members for their increased responsibilities and the working relationships." Peer networks with leaders from similar organisations can also help. "Finding a support network that works for you" is essential, she says, not optional. 

Dan emphasises the value of external perspectives. "Get external advice and support. I've got a coach, and Cranfield Trust offer similar support through our mentoring service. If you've got a network of people who have been on a similar journey, I've found that to be really, really helpful. Cranfield Trust offers this too via our Peer to Peer Exchange groups." He also values conversations with people outside the charity world entirely, for example, friends in different sectors who ask questions he wouldn't otherwise consider. 

Boards have a responsibility here, too. Emma notes that many CEOs lack structured support from their chair. "The relationship between the CEO and the Chair should be one of the most important support mechanisms in the organisation. When it works well, CEOs and chairs have regular conversations about priorities, challenges, achievements and the CEO's professional growth.  Too often in charities, these regular interactions are not the norm." The result is a void where recognition and challenge should be. "The more senior you get, the fewer people there are to say 'that was great, that was really impactful, thank you.' The board has a responsibility to ensure that the CEO feels valued, supported, and challenged." 

Simran has found that investment in board relationships pays dividends. She meets monthly with her chair for collaborative working sessions. "We just work out what we're doing, how we're doing it, what we're both thinking. There's a real partnership and support that I feel there." Her advice to other CEOs: "It really is worth investing that time in the relationships, because if you harness that experience and capability, it can take the organisation forward."

Finding your leadership identity

New CEOs often feel pressure to emulate their predecessor or conform to expectations of what a leader should look like. Emma sees this frequently in her coaching. She describes working with someone who was taking over the CEO role from a "direct, command the room" type of leader, but that wasn't her style at all. The breakthrough came when Emma asked her to describe leaders she admired. "She described a leadership style that was very similar to her own. It was the first time she'd made the connection that what she values in a leader, she could see in herself and gained the self-belief that she could be a successful CEO – and now is." 

For Emma, this is fundamental: "There is no one ‘correct’ leadership style, be authentic to yourself.  Understand your values and strengths, harness who you are when you and your team are at your best and support your team to be their best. Trying to be something that they're not is only ever a short-term game." 

Simran's approach centres on communication and honesty. "I'm very direct, and I'm very honest, and that can be quite hard for people," she acknowledges. But she's learned that trust comes through actions, not words. "People will see what you do. They might not agree with you; they often don't. But over time, they will hopefully understand why." 

The message from all three voices is consistent: give yourself permission to lead in your own way. As Dan notes, boards don't hire you to be "your predecessor 2.0"; they hired you for the different perspective and experience you bring.

Finding your footing

Settling into a CEO role takes time. Building trust with your team, establishing a productive relationship with your board, and developing confidence in your own leadership style all unfold over months rather than weeks. The leaders we spoke to were clear that patience is essential, as is seeking out the right support, whether that's a mentor, a coach, or a peer network of people who understand the pressures of the role. 

Emma's advice to new CEOs is simple: “Back yourself. You were chosen for this role for a reason. You can do it!” 

If you're a charity leader looking for a confidential space to share challenges with peers who understand the unique pressures of the role, Cranfield Trust's Peer to Peer Exchange brings together charity leaders with volunteer facilitators to explore solutions together. Find out more and register your interest.