Making the move into your first CEO role is exciting – and daunting. In November 2025, we hosted a webinar with a panel of newly appointed chief executives who shared their experiences of taking that step, reflecting on what they learned, what surprised them, and what they wish they’d known before applying.
The discussion, chaired by Sarah Ellis, senior people and development consultant, AtkinsonHR, featured:
- Dan Francis, chief executive, Cranfield Trust
- Fay Harris, chief executive, Derbyshire Dales CVS
- Kyley Winfield, chief executive, University for the Creative Arts Students’ Union
Check ACEVO’s events calendar to book your spot in future events
What changes when you become a CEO
All three panellists agreed that the chief executive role feels different from any other leadership position. The scope of responsibility expands in every direction, and every decision affects multiple parts of the organisation.
Dan described it as a “360-degree responsibility” and noted how quickly he realised the need to slow down and build relationships before making big changes. Fay added that preparation for the role often focuses on the future, but it’s just as important to understand the organisation’s recent past and the context you’re inheriting. Kyley highlighted the peer support available in the sector and said she was pleasantly surprised by how welcoming other CEOs were: “It can be lonely at the top, but that hasn’t been my experience.”
Preparing for recruitment
The panel offered candid reflections on applying for their first CEO roles.
- Do your homework. Read everything you can about the organisation and ask for additional documents where possible.
- Use the recruiter. They are there to help and can provide valuable insight into what the board is looking for.
- Be authentic. Dan advised against trying to be the type of leader you think the board wants: “If you’re not the right fit, that’s okay – that job probably wasn’t for you.”
- Enjoy the process. If you find the process energising, it’s a good sign you’ll enjoy the role.
The panellists also encouraged candidates to seek feedback after each application and to use interim or deputy roles as stepping stones toward a permanent chief executive position.
Sector knowledge versus leadership skills
When asked how important sector knowledge is compared to leadership capability, the panel agreed that while sector understanding is helpful, leadership behaviours matter most. Empathy, resilience, teamwork, and integrity can’t easily be taught, whereas technical or sector-specific knowledge can be learned on the job.
Fay emphasised the importance of trusting the expertise of your team: “They’re the specialists – your role is to lead and enable.”
The steep learning curve
All three described a demanding but rewarding start. Dan said that “small actions send big signals”, especially in the early months, when every word and gesture can set the tone. Building trust and a sense of belonging before setting a new direction was a priority for him.
Fay spoke about the importance of regular check-ins with her chair to stay grounded and celebrate small wins, while Kyley emphasised the value of mentors and coaches in providing perspective.
Managing imposter syndrome
Fay described struggling with imposter syndrome and the turning point of realising she needed to “be herself” in the role. Kyley said that strong preparation, training, and a supportive network helped her feel ready from day one. The panel agreed that the feeling can persist even years into leadership, but authenticity, peer support, and self-reflection all help to manage it.
The personal side of leadership
The CEOs were open about the emotional demands of the role. Dan said the job can feel “always on”, but reframing pressure as purpose helps. Setting boundaries and modelling healthy behaviours for staff are essential.
Kyley echoed that sense of balance: “Every decision lands on you, and that’s challenging – but it’s also incredibly fulfilling.”
Demonstrating readiness for the role
For aspiring leaders worried about lacking prior CEO experience, the panel’s advice was clear:
- Gain experience as a trustee to build governance and strategic understanding.
- Take on interim opportunities or project leadership to demonstrate readiness.
- Develop your network – peers are generous with advice and connections.
- Ask recruiters directly if boards are open to first-time CEOs; many are.
Key advice for aspiring CEOs
To close, each panellist offered one piece of advice to their pre-CEO selves:
- Dan: “Slow down and chill out – take time to understand the organisation before acting.”
- Fay: “Balance the need to deliver with understanding the ‘why’ behind change.”
- Kyley: “Have a break between roles, and read The First 90 Days and Good to Great.”
Further resources for aspiring charity CEOs
Aspiring CEO programme
A hybrid programme designed for those senior managers working towards their progression into their first CEO role within a values-led organisation.
Delegates will:
- have the space for self-reflection, collaborative learning, and openness to courageous conversation
- be open to leadership approaches that are courageous, compassionate, and curious
- commit to 2 – 3 days of learning each month for 5 months plus an introduction in March 2026
- have the opportunity to put their learning into practice in their current role, honing their self-awareness, skills and behaviours
Check the website for more details and to secure your spot.
The Chief Executive’s First 100 Days
Whether you are stepping into your first CEO position or transitioning between roles, this guide offers more than structure. It encourages thoughtful provocation: a chance to reflect on your mindset, understand the systems around you and shape your early days with more self-awareness, strategic intent and impact.