If I’m being honest, I had no idea what I was truly signing up for when I ran to be Chair of the British Youth Council just over two years ago. I was very clear that I wanted to do my bit in steering this important Charity forwards, and having already served a year as an ordinary trustee I was keen to take on more responsibility and be more involved. I’m a pretty organised and ambitious person, and I like doing my bit to build up the voices of others around me too. I was very prepared to be the voice that encourages all within the British Youth Council to reach that little bit higher, push ourselves that small bit further, and achieve something people thought we couldn’t. I won’t use this blog as an opportunity to try and predict what will come into the path of the next Chair (I got no more heads up than anyone else about the global pandemic!) but I’ll try and lay out some of the key principles and values that I humbly believe will ensure my successor succeeds.
This is perhaps one of the most varied roles I’ve ever been in – some weeks are very minimal whereas others defined by several key moments and decisions happening constantly one after the other. There’s a significant level of responsibility – you’re the public face of a national charity and one of the youngest elected National figures with that level of mandate – but there’s huge room for learning too. Your fellow trustees will almost certainly be the people who teach you the most about what it means to be a leader, and I truly believe leading by example is key – speaking out on behalf of the British Youth Council and young people when their voices aren’t included or their opinions not valued is a far too regular occurrence, but it’s a privilege to be able to speak out and important to do so.
You could be sat with a senior Government minister lobbying for more funding for a critical youth service on one day, then visiting one of the smallest youth groups in the country for a committee meeting the next. If you’re someone who would see both these events as important as each other – you could be a great chair. Some days will be spent working with our phenomenal staff team on the nitty-gritty details of how to make a vital new youth-led project or youth forum work, and that same week you might have to present to a room of other charity chairs about what makes our board different (and often, better). Being a team player and an ambassador are both vital, and as Chair, you get to learn how to be better at both throughout your tenure. You need to want to invest time into the trustee board – making sure meetings are effective decision-making spaces, ensuring everyone gets equal opportunity to be heard and thinking long term strategically about what the board needs to be doing.
The trustees are your main players – collectively you’re responsible for the British Youth Council’s strategy, finances, long term plan, and risk management – you need to be someone who can handle conversations with many opinions and steer people towards compromise and resolution. The staff team are brilliant and vital; you need to be happy to do your bit and makes events and programs a success, acknowledge when decisions are tough, and be prepared to be the person who makes the tough decisions.
Being Chair is brilliant, challenging, rewarding and educational all in one go. It’s intense, yes, but humbling too. You get two years to not only see the best of the best of what young people can achieve collectively and need to be the main person to make sure everything is working behind the scenes so that the British Youth Council can enable them too.
I’m fully prepared to admit that I did not expect to be planning my handover during a Global Pandemic and that the world we operate in now is a very different, and often quite a scary world, compared to one or two years ago. But one thing that hasn’t changed is the unwavering ability of our young activists, staff, member organisations and trustees to ensure that BYC is a vehicle for striving towards a world where every young person is empowered to have their say on the issues that affect them. As Chair – you could have the ultimate responsibility for helping the organisation achieve this.