Stepping Into Leadership: Perspective, Positioning and the Power of the Process

As a Collaborator of Charity Leadership Scotland, Livingston James is proud to support and advise charities across Scotland through a range of events and leadership development initiatives throughout the year. Douglas Adam, Director of Public and Not-for-profit at Livingston James, shares key insights below from a recent Leadership Development Programme, where he provided guidance to senior charity professionals aspiring to step into their first Chief Executive role.

 

Stepping Up: The Reality of Becoming a Chief Executive

At Livingston James, our purpose is centred on supporting individuals and organisations to realise their potential. It was therefore a privilege to contribute to Edinburgh Napier University’s recent three-day Leadership Development Programme for senior leaders across the charity sector. Bringing together a diverse group of passionate, values-driven leaders created a rich environment for open, honest and robust discussion.

A key theme that emerged was the reality of stepping into a Chief Executive role. While many participants were already operating at senior leadership level, there was a shared recognition that the CEO role can be fundamentally different and often more isolated. The shift from being part of a leadership team to ultimately carrying organisational accountability changes not only the scope of decision making, but also the nature of professional support, challenge and responsibility.

 

The Importance of Framing and Transferability

One of the most valuable areas of discussion focused on how candidates position their experience when pursuing senior roles. We explored the need to present experience through the right “lens”, whether that relates to the level of role, scale of responsibility or sector context, particularly when transitioning into a different environment.

For Boards and interview panels, this framing is critical. It enables them to more confidently assess both the relevance and transferability of a candidate’s experience. Without that clarity, even highly capable leaders can struggle to fully demonstrate their readiness to step into a CEO position.

 

Understanding Risk from a Board Perspective

Transferability of experience led naturally to a conversation about risk. Boards, particularly within the charity sector, often operate within constrained financial environments and heightened levels of scrutiny. As a result, recruitment decisions can sometimes lean towards caution.

Understanding this dynamic is essential for candidates. It reinforces the need not only to evidence capability, but also to reduce perceived risk by clearly articulating impact, decision-making experience and strategic leadership credibility.

 

Preparing for Interview Panels and Stakeholder Perspectives

Another important reflection centred on recruitment as a two-way process. While much of the focus is often placed on candidate performance, we discussed the value of candidates actively shaping their own understanding of the opportunity. This includes asking thoughtful questions about the recruitment process, panel composition and assessment criteria. Doing so not only supports better preparation, but also demonstrates curiosity, confidence and strategic thinking.

A particularly insightful example shared by one participant highlighted how understanding panel dynamics can influence performance. In a recent process, the presence of a Finance Director led to a significant focus on financial sustainability and budget management. Anticipating and preparing for different perspectives can make a meaningful difference. Panel members bring their own priorities and concerns, and candidates should take time to consider these as part of their preparation.

We also explored the concept of power dynamics within recruitment. Several participants reflected that they had not previously considered the extent to which candidates can, and should, take greater ownership of the process. While not every organisation will offer flexibility or additional access, there are often opportunities to seek clarification, request further information or engage with the Chair outside the formal process. For some individuals, this was a new and empowering insight.

 

Reflections on Leadership Talent in the Charity Sector

Ultimately, what stood out most was the quality, ambition and commitment of the leaders in the room. The charity sector continues to attract individuals who are deeply motivated by purpose. The challenge now is to ensure that pathways into the most senior roles are transparent, accessible and supportive, enabling talented leaders to progress with confidence.

For those aspiring to step into CEO roles, the message is clear: be intentional about how you position your experience, understand the perspectives and priorities of Boards and interview panels, and recognise that leadership readiness is not only about capability. It is also about how that capability is communicated, evidenced and perceived.

Equally, there is an opportunity for recruitment panels and charity boards to reflect on their own processes. How can recruitment approaches better enable talented, purpose-driven leaders to demonstrate their potential? By creating processes that are transparent, engaging and genuinely developmental, organisations can strengthen both the candidate experience and the quality of leadership they attract.

 

If you would like to attend future events with Livingston James, or you are looking for executive search support for your charity or organisation, please reach out to Douglas Adam for more information: [email protected].