Amena Dove, a board member for the Sex Education Forum, shares her insights on being a young board member, and things to bear in mind when looking for younger trustees.
What can boards do to find and retain young trustees?
When I first became a trustee, I was both proud and nervous. Sitting around the table with people who had decades of experience and impressive careers, the sense of imposter syndrome was real, and I know I’m not alone. Boards often unintentionally create environments where younger trustees feel they must “catch up” before they can contribute, making it daunting to join and challenging to remain fully engaged.
To attract and retain young trustees, boards need to do more than recognise our value; they must actively lower the barriers we face.
Why young people don’t apply
Confidence and anxiety. So many under-30s report struggling with confidence or anxiety. For a generation used to communicating online, it can feel daunting to speak up in person. For young people stepping into a boardroom for the first time, the anxiety can feel overwhelming. Boards need to make that environment less intimidating, both in practice and in perception, or many talented young people will never apply.
Role descriptions that feel out of reach. Trustee adverts often prioritise extensive experience in HR, fundraising, finance, or legal fields. While young trustees may not have 25 years of experience, we bring something boards urgently need: lived experience, diversity of thought, and insight into younger communities.
Intimidation from existing trustee profiles. It’s inspiring to see trustees with PhDs, OBEs, or thirty-year careers in their bios, but for young people wanting to join a board, it can feel like you’ll never be taken seriously alongside them, and a waste of time even applying. If all trustees look and sound the same, boards risk missing out on fresh ideas, new perspectives, and ways to connect with future generations.
Financial pressures. Many younger people can’t shoulder extra costs on top of their studies, rent, or early-career salaries. When boards don’t clearly state in adverts that expenses are covered, it risks sending the message that only those with financial security can participate, creating unnecessary barriers to entry.
Time commitments. Time commitments are one of the biggest barriers for young professionals. Many board meetings take place during the working day. Add in sub-committee meetings and training events and the time quickly stacks up. For anyone in a 9 – 5 role, that means using up annual leave. I’m fortunate that my employer offers one volunteering day a year, which I use for one of our in-person board meetings in London. But the other three quarterly meetings? Those come straight out of my annual leave. Remote meetings are more accessible, reducing the time commitment to half a day of annual leave, but it’s still a challenge. I make it work because I care about the role, but for many young people, that’s simply not realistic. Unless boards address flexibility and accessibility, they risk excluding an entire generation of potential trustees.
How to find young trustees
Boards that want to attract younger trustees need to be proactive and intentional. Some practical steps can include:
- Use platforms young people actually see. Post adverts with the Young Trustees Movement, share opportunities on Instagram, X, TikTok and LinkedIn using hashtags like #YoungTrustees
- Work with local universities and colleges.
- Meet them in professional development spaces: Reach out to employers with strong graduate or school leaver schemes.
- Avoid making role descriptions sound like job specs. Make it clear that you want younger trustees, that no prior board experience is necessary, and that expenses will be covered.
- Be transparent about the recruitment process and what it entails.
- Highlight support. Advertise that new trustees will get a proper induction, training, and a buddy/mentor.
How to retain young trustees
- Comprehensive onboarding. Provide a clear overview of responsibilities, including a plain-English explanation of legal duties, conflicts of interest, and regulatory requirements. Provide a practical induction pack with past board papers, meeting agendas, organisational chart and strategy documents. Don’t just hand over the documents; walk new trustees through how decisions are made, where they can contribute, and what impact past board choices have had.
- Create safe spaces to speak. Chairs play a vital role here. It’s their responsibility to make sure every voice is heard, prevent dominance by a few individuals, and encourage younger trustees to share their perspective.
- Build in feedback. Regular one-to-one check-ins, or anonymous feedback mechanisms let young trustees flag challenges and feel heard in a way which feels safe to them.
- Make impact visible. Show how board decisions translate into real-world impact. Young trustees want to see that their involvement makes a difference.
- Pathways for growth. Offer mentoring and provide training, so that being a trustee feels like a real investment in their future.
- Offer leadership opportunities. Don’t assume younger trustees are there to “observe.” Invite them to lead on sub-committees, champion digital initiatives, or shape strategy. Trust builds confidence.
What makes the difference
For me, the biggest factor hasn’t been training or processes – it’s been culture. I’ve felt most valued when a board has been open to change, genuinely listened to my perspective, and treated my contributions as equal to others at the table. When a board is resistant, pushing down new ideas with “that’s not how we do things”, it shuts down energy and innovation.
Boards that thrive are the ones that celebrate diversity of thought, recognise the fresh perspectives young trustees bring, and adapt their structures to be more inclusive.
Looking ahead
Bringing young trustees into the boardroom isn’t a tick-box exercise, it’s an investment in relevance, innovation, and the long-term health of charities.
We’re not just the “leaders of tomorrow”. We’re here now, ready to contribute to the present as much as the future. By breaking down barriers to entry, making roles more accessible, and fostering cultures where young people feel heard, boards can create governance that’s inclusive, resilient, and future-focused.
