Linda Laurance is the principal associate for Linda Laurance & Associates, and specialises in guidance on governance and conflict management for boards of trustees, directors and senior staff in civil society organisations.
Laurance is also accredited by the Centre for Effective Dispute Resolution as a mediator specialising in employment and interpersonal disputes and discussion facilitation, and is a director of the mediation service Global Mediation.
In the past, Laurance has served as chair for the original Code of Governance working party and the former UK Workforce Hub steering committee on trustee and Management Committee standards. She is founding past chairman of Charity Trustee Networks, and deputy chair of Community Network.
She is also a member of the Institute of Fundraising and a former member of its Standards Committee. She is also a member of EUConsult and a fellow of the Royal Society of Arts.
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As we return for our sixth year, our theme is ‘challenges shared’, emphasising that Trustee Exchange has always been produced by trustees, for the benefit of trustees, but also for chief executives and company secretaries.
When new blood enters the boardroom to shake up the old routine, some of the existing trustees feel put out. Linda Laurance and Tess Woodcraft share their thoughts on how to deal with warring factions.
The Trustee Exchange one-day conference is an excellent opportunity for all trustees to benefit from stimulating presentations, workshops and interactive sessions to gain fresh insights to help your board operate more effectively and efficiently. The day also gives you the perfect chance to network face-to-face with other board members who tackle similar issues, share ideas and find solutions to develop best practice.
Wherever groups of people are together in an employment or volunteering environment, there is the potential for power struggles and instances of manipulation which can escalate into bullying. The non-profit sector is no exception in this regard, says Linda Laurance.
This year, the charity expects a turnover of just over £22m, double that of the previous year. The charity has had four years of significant growth with funding pouring in and the number of public service contracts soaring.
Governance is enriched by trustees with diverse skills, backgrounds, experiences and personalities, but trustees with personal agendas can distort and distract the work of the board, says Linda Laurance.
"We desperately need more investment in fundraising if we are to grow our income as much as we need to. However, our trustee board has traditionally been quite unreceptive to the needs of the fundraising department. How do I persuade them that more investment would be beneficial to the organisation?"