From our work with both exec and non-exec charity boards, we suggest focusing on four key areas:

1. Mission & Impact
Is the charity’s purpose clear, and does it still meet a genuine need? More importantly, does it resonate with you personally? Trustees who care about the cause are far more effective advocates and decision-makers.

2. Board & Culture
A board should be more than names on paper. Are trustees engaged and prepared to challenge constructively? Is there a healthy dynamic with management, where scrutiny is welcomed and not resented?

3. Finances
Even if you’re not a finance professional, you need confidence that the charity has a grip on its money. Look beyond the headline numbers: read the accounts and the Trustee’s Annual Report in full to understand the financial story, risks, and direction of travel. Are appropriate reserves in place? Are income streams diverse enough to manage risk? Can trustees track cash flow, not just year-end accounts? And of course, were the annual reports filed on time?

4. Time Fit
Every charity is different in how much time trustees are asked to give. Be clear on what’s expected — meetings, events, fundraising, or specialist advice. Peaks around year-end, major projects or recruitment can be demanding. The role needs to align with the time you can realistically commit.

Red Flags to Watch For

• A vague or outdated mission.
• Trustees who rarely attend or contribute, or where there is no rotation of board members – whilst longevity and loyalty are admirable, a stale, or worse, complacent board can be dangerous.
• Finances that are opaque, with little explanation in the accounts/Trustees Annual Report
• Heavy reliance on a single funder.
• No clear picture of time commitment, or expectations that feel unrealistic.

When these four foundations are in place, trustees can focus on what really counts: guiding the charity to deliver meaningful, lasting impact -and the relationship can be both respectful and rewarding.