How to Develop Leadership Skills in the Charity Sector

When people think about leadership in the charity sector, they often picture CEOs or directors. Yet most professionals begin their charity careers in non-leadership roles—as officers, coordinators, administrators or project support staff. These roles might not carry formal authority, but they are the soil in which leadership skills can grow. That’s why learning how to develop leadership skills in the charity sector is less about waiting for a job title, and more about making the most of where you are right now.

Every role offers the opportunity to practise leadership behaviours that will prepare you for future career progression in charities. Here are some ways to start.

Reframe your role as a stepping stone, not a stopgap

It’s easy to see early roles as ‘just admin’ or ‘just support’. However, every position is a chance to learn the sector, build networks and practise leadership behaviours.

According to NCVO, nearly one in four people in the charity sector start in roles that combine administration with programme support. These jobs may feel invisible, but they provide the foundation for leadership by sharpening organisation, communication and problem-solving skills.

So, instead of focusing on limitations, reframe your role as a stepping stone. Ask yourself: ‘Which leadership qualities am I already practising without realising it?’ Tasks like budget monitoring, stakeholder communication or managing databases all strengthen skills that future managers need.

Innovate within your business-as-usual tasks

Another way of developing leadership skills is by improving the processes around you. Leadership doesn’t always show up in big gestures, but rather in curiosity and problem-solving.

For example, in one of my own roles I inherited a system that had been run manually for more than five years. The workaround created risks, including potential GDPR breaches. Instead of accepting ‘this is how it’s done,’ I researched alternatives, spoke with the software provider and tested different fixes. Eventually, I found a way to automate the process. As a result, the team saved time and reduced risk, even though the solution was different from what people expected.

This experience taught me that leadership is often about asking, ‘What if there’s a better way?’ and then being brave enough to try. So don’t limit yourself to doing tasks as they’ve always been done. Look for ways to innovate—you’ll benefit your team and demonstrate leadership at the same time.

Bring past skills and experiences into your current role

Leadership isn’t about starting from scratch; it’s about drawing on what you already bring. Many people enter the charity sector with transferable skills from other industries, such as IT, customer service, finance or education. Using these skills can add value in unexpected ways.

In my case, a background in IT administration and a degree in statistics helped me transition into grantmaking systems. Once there, I quickly identified gaps and drafted a framework for grants processes. I worked with teams to implement service-level agreements where none had existed before. Later, my familiarity with project management tools like Asana allowed me to introduce structured planning systems into new roles.

These contributions weren’t part of my original job descriptions, but they demonstrated initiative and problem-solving—core leadership traits. In the same way, think about your own experiences: what knowledge or tools could you bring into your role that might make a difference?

Take small stretch opportunities

Leadership skills grow when you stretch yourself. These stretches don’t need to be dramatic. They can be as simple as taking on a new internal project, coordinating volunteers or suggesting an improvement to how your team communicates.

Each stretch builds confidence, visibility and trust from colleagues. Over time, this positions you as someone ready for more responsibility.

If you’re unsure where to start, ask your manager whether there are projects you could support or lead. By stepping outside your comfort zone in small, manageable ways, you’ll steadily learn how to develop leadership skills that prepare you for bigger challenges later.

Build strong relationships

Leadership is relational. It’s about trust, collaboration and the ability to inspire others.

One of the most formative experiences of my career was working with a line manager who was also the organisation’s director. He trusted me, gave me space to grow and encouraged my ideas—many of which improved processes and generated more income. That relationship allowed me to practise leadership behaviours long before my title reflected it.

Strong relationships create opportunities, so invest in them. Seek mentors, nurture peer connections and build trust with your managers. In turn, be a reliable colleague that others can depend on. These bonds form the backbone of effective leadership.

Reposition your experience when applying for senior roles

When you’re ready to apply for more senior positions, don’t underestimate the leadership value of your non-leadership experience. The skills you develop in support roles—such as organisation, initiative and communication—are often the very ones employers look for in managers.

When writing applications or interviewing, frame your experience in terms of outcomes rather than tasks. Instead of saying, ‘I managed data entry,’ highlight, ‘I introduced a new process that reduced errors and saved time.’ These achievements show leadership in practice, even without the title.

Leadership starts long before the title

Learning how to develop leadership skills in the charity sector isn’t about waiting until you’re in charge—it’s about choosing to lead where you are. Every role is an opportunity to practise initiative, problem-solving, relationship-building and innovation.

If you reframe your current role as a stepping stone, bring your past skills into play and take small stretches, you’ll not only grow personally but also prepare yourself for long-term career progression in charities. Most importantly, you’ll contribute to building a stronger, more resilient sector along the way.

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