Across the UK, nearly one million trustees volunteer their time and expertise to strengthen the charities and causes they care about. As part of Trustees’ Week, Annabel Tonge shared key lessons on how boards and leaders can stay steady, supportive and strategic when navigating organisational crises.
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Crises test even the most seasoned boards and leadership teams. Whether reputational, operational, or financial, how trustees and executives respond can define an organisation’s future.
Annabel Tonge, Q5’s Foundation Associate Partner, has seen firsthand how strong governance under pressure can steady the ship. Leading Q5’s global pro bono programme, which contributed over £1 million in consulting time to charities and social enterprises in 2024, Annabel brings together decades of commercial acumen and a deep commitment to social impact. Her insights offer invaluable guidance for trustees and leaders preparing to navigate uncertainty.
Across the UK, nearly one million trustees volunteer their time and expertise to support vital causes, helping organisations navigate complexity, deliver impact, and stay resilient through change.
As part of Trustees’ Week, Annabel joined the Festival of Trusteeship as a panel speaker, sharing powerful reflections on what it really takes to lead through uncertainty. Her experiences—spanning more than 30 years in business and over a decade as a trustee, translate into clear, practical lessons for anyone guiding an organisation through challenging times.
At Q5, we’re proud to support the charity and not-for-profit sector through both our Q5 Foundation and our commercial work, helping organisations build strong governance, navigate challenge, and plan for the future.
Good governance starts with good relationships. Invest early in your role to build trust and psychological safety with your CEO, Board, and fellow trustees. When pressure hits, you’ll need open conversations and the confidence to challenge constructively, without politics, panic, or walking on eggshells.
Trustees guide and govern. They don’t manage and definitely shouldn’t micromanage! Be the compass, not the firefighter.
In a crisis, all eyes turn to the CEO for clear leadership and direction. Be available to function as a calm, thoughtful sounding board, who is present, listens deeply, and stress tests thinking so they can better steer the ship through the storm.
Crises don’t send calendar invites and rarely arrive at convenient times! Be prepared to respond quickly and decisively when called upon and have the ability to prioritise the time. Timing in communications, financial actions, or public responses can make or break reputations.
Loose lips sink governance. Manage sensitive information with care and stay anchored in policy and best practice.
6. Strengthen the basics
Good governance is like muscle memory that pays off when things get tough. Keep your training fresh and your grasp of compliance and risk rock-solid. Strong fundamentals make for steady hands in stormy moments.
Behind every headline or meeting note are real people. Crises are emotional marathons, and it’s not unusual for those steering through them to hit a wall. Let your senior team on the front line know they are seen and appreciated.
Your Board’s mix of perspectives and expertise, be that legal, creative, financial, or communications, is a superpower that can be activated in times of crisis.
Finally, never waste a good crisis, it’s the best teacher!
Whilst it’s still fresh in their minds, encourage your executive team to review systems, policies, and structures so the organisation emerges stronger. Every lesson learned now can make the next storm easier to weather,
This can start with a simple executive reflection brainstorming session, asking:
Is this topic of interest to you or your business? get in touch, we’d love to chat!
Annabel Tonge
Associate Partner, Q5 Foundation
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