Guest blog by Kirsty McEwen, a Partner at Higgs LLP and Head of Charity & Not for Profit. She is a charity lawyer specialising in governance, constitutional and regulatory matters.
Becoming a charity trustee at 31 was not part of a long-term plan. The opportunity arose, and I took it. And it has fundamentally shaped how I now think about charity governance, both as a trustee and as a charity lawyer advising boards. It has also given me a particular appreciation for how much the chair shapes whether that experience works.
In my professional role, I advise charities on governance, constitutional and regulatory matters, and I regularly see the challenges boards face in recruiting, supporting, and retaining trustees as governance expectations continue to grow.
Alongside this, I serve as a trustee. Experiencing governance from both sides of the board table has highlighted some important questions for me about how boards think about experience, diversity, and potential, particularly for those earlier in their careers.
Why boards need younger trustees
Chairs often set the tone for who gets a seat at the table, because they shape board culture, lead board development, and help define what “effective” trustee contribution looks like.
But there is still a tendency to equate “experience” with tenure, seniority, or age.
While experience is critical, this can unintentionally narrow the range of perspectives around the table.
Joining a board in my early 30s, I brought:
- A professional skillset that was current and still developing in real time.
- A willingness to ask questions that others might not.
- A different perspective on risk, opportunity, and engagement.
- A strong commitment to learning and contributing.
None of this replaced the value of more experienced trustees, but it complemented it.
If boards are serious about diversity of thought, they need to be equally serious about creating the conditions that make it real.
Why recruitment remains difficult
Many boards are not just struggling to recruit younger trustees; they are struggling to recruit at all.
In my experience, several common barriers arise:
- Perception of risk and responsibility: The legal duties of trusteeship can feel daunting, particularly for those earlier in their careers who may have had less exposure to governance or board-level decision-making.
- Time pressures: Professional and personal commitments can make the role feel unrealistic.
- Lack of visibility and understanding: Many capable individuals simply do not know what trustees do or how boards operate.
- Over-specification: Recruitment processes often favour prior trustee or senior leadership experience, thus narrowing the pool.
- Board culture signals: Boards that appear overly formal, difficult to access or homogeneous can deter those who do not immediately “see themselves” in that environment.
Some of these barriers are structural, but many are within a board’s control. The chair’s influence over culture and process makes them better placed than anyone to tackle these.
For younger trustees in particular, the issue is rarely capability. It is whether boards create the opportunity and clarity needed for people to step forward with confidence and contribute
What chairs can do differently
For chairs, this is not just a recruitment issue, it is a leadership one.
Bringing in trustees earlier in their careers requires more than opening the door. It requires creating an environment in which those individuals can contribute effectively.
In my experience, chairs can make a meaningful difference by:
- Creating space for all voices, not just the most experienced.
- Encouraging questions and recognising that challenge can take different forms.
- Being intentional about induction and ongoing development.
- Pairing newer trustees with more experienced colleagues where appropriate.
- Providing informal opportunities to build confidence and understanding.
The tone set by the chair is critical. It shapes whether new trustees feel empowered to contribute from the outset or feel they should defer to more experienced colleagues and wait their turn.
Practical steps for boards
For boards looking to widen their pipeline and make trusteeship more accessible, there are several practical steps worth considering:
- Rethink how you define “experience”: Focus on skills, judgment, and potential rather than prior board roles alone.
- Be explicit about the role: Clear, plain-English descriptions can demystify trusteeship and reduce perceived barriers.
- Strengthen induction: Go beyond governance basics and explain how the board works in practice.
- Offer mentoring or buddying: Pairing newer trustees with experienced colleagues can accelerate confidence and contribution.
- Create entry points: Consider committee roles, advisory groups, or observer opportunities as pathways into trusteeship.
- Review recruitment methods: Move beyond informal networks and actively reach a wider and more diverse audience.
- Be transparent about time commitment: Clarity helps potential trustees assess whether the role is realistic
- Invest in board culture: An inclusive, well-chaired board is one of the strongest recruitment and retention tools available.
- Set expectations early: Make clear that contribution is expected from all trustees, regardless of background or tenure.
- Think long-term: Bringing in trustees earlier in their careers can support succession planning and future leadership.
A two-way opportunity
For individuals, becoming a trustee earlier in their career offers a chance to accelerate learning, broaden perspective, and contribute to a cause they care about.
For chairs and the wider board, it brings new thinking, constructive challenge, and an opportunity to invest in the next generation of governance leaders.
But it only works if both sides approach it with intent.
A final thought
Looking back, becoming a trustee at 31 is still relatively unusual. And that points to an opportunity boards may be overlooking.
There is a significant pool of capable, motivated individuals earlier in their careers who can make a meaningful contribution to charity governance.
The opportunity is clear. The challenge is for boards, and particularly chairs, not just to invite them in, but to create the conditions for them to contribute and succeed.
Author bio
Kirsty McEwen is a Partner at Higgs LLP and Head of Charity & Not for Profit. She is a charity lawyer specialising in governance, constitutional and regulatory matters.
Alongside advising charities and trustees, Kirsty serves as a trustee and school governor and writes regularly on charity governance and board effectiveness.
