When I first became a trustee, I wasn't a seasoned professional with decades of experience. Instead, I brought something different: lived experience. Lived experience as a young, South Asian, disabled, female, suicide survivor. This unique perspective not only led me to become a trustee of two charities but also allowed me to contribute in ways that traditional professional experiences might not. As a trustee for West Sussex Mind and Baton of Hope, both charities focused on mental health and suicide prevention, my journey has been challenging and rewarding. Through my experiences, I have come to understand the significant role lived experience plays in enhancing the effectiveness and empathy of the board.

My journey into trusteeship began with my personal experiences with mental health challenges. I had been both a service user and a volunteer for West Sussex Mind. The thought of being a trustee had never crossed my mind. I didn't even know what being a trustee really meant and who the trustees were. A staff member sent me the trustee role application and suggested I should apply. So I began my application, but there was a small voice in my mind telling me that I wouldn’t get the role because I don’t know what I can bring to the board. The next thing I knew, I stepped out of the interview feeling energised and received an email saying the CEO would like me to join the board.

When it came to the Baton of Hope, I had initially joined the newly born charity before it even became a charity, as an Organising Committee member. Having navigated these turbulent waters myself, I felt a deep connection to the mission of West Baton of Hope, an organisation dedicated to suicide prevention. It was over a year after I joined that one of the charity’s trustees asked if I would like to join the board.

The conventional wisdom and narrative of a trustee often emphasises professional expertise when selecting trustees. While this is undoubtedly important, I have found that other qualities are equally crucial. Empathy, resilience, and a genuine passion for the cause are attributes that enhance a trustee’s effectiveness.

Imposter syndrome is a common challenge, especially for those who, like me, come from non-traditional backgrounds. When I first became a trustee, I was only 20 years old and still at university. It's easy to feel out of place when surrounded by accomplished professionals. By sharing personal stories and insights, trustees with lived experience can foster a deeper understanding and connection within the board. Moreover, to see other trustees appreciate and value the lived experience you bring, even if it provides a challenge to existing practice, or a new perspective, it is empowering.

One of the key challenges I faced was learning how to be open and vulnerable about my experiences while also focusing on the strategic aspects of trusteeship. While sharing personal experiences can be powerful, it is also essential to maintain a focus on strategic goals and outcomes. This dual focus ensures that emotional insights inform decisions without overshadowing the critical need for strategic planning and execution.

One of the ways I have been able to learn this balance has been through seeking the guidance and mentorship of my fellow trustees. I was open with them that I felt out of my depth at times and felt unsure on how I could bring my views to the board without worrying about whether they are ‘good enough or not’. My trustee mentors have been incredible in providing me with the time and safe space to ask those questions that I thought were ‘silly questions’, to understand my strengths and provide opportunities to develop in my weaker areas. Ultimately, thishelped me bring a vulnerable and strategic version of myself to the board as my confidence grew and my knowledge gaps were filled.

As a young trustee with lived experience, finding my voice and space within the boardroom was initially daunting. However, I quickly realised that my perspective was not only welcomed but needed. The board was committed to the inclusion of different lived experiences and challenges. The board members, recognising the value of diverse viewpoints, gave me the permission and encouragement to shape my own role.

This supportive environment allowed me to identify specific areas where I could contribute most effectively. For instance, I became actively involved in outreach programs targeting young people and racialised communities. leveraging my understanding of their challenges and needs. Over time, I have been able to grow my space as an ‘expert trustee’ in the areas of equity, diversity and inclusion which is rooted in my lived experience and has been supplemented by strategic knowledge.

Understanding and valuing your own perspective and experience is crucial for any trustee. I would challenge the notion in itself of being a trustee from a non-traditional background, as I believe that trusteeship has become more accessible in recent years - which is great news! My journey has taught me that lived experience is not just a complementary asset but a vital component of effective trusteeship. It bridges the gap between strategic objectives and the real-world impact of those decisions for the target audiences we serve.

Aspiring and current trustees should embrace their unique experiences and recognise the profound value they bring to the boardroom. By fostering an inclusive environment where diverse perspectives are encouraged and respected, charities can benefit from a richer, more empathetic approach to governance and decision-making.

Ultimately, the true measure of a trustee’s effectiveness lies not in their professional accolades but in their ability to connect, empathise, and advocate for those they serve. Through lived experience, trustees can offer a voice that resonates deeply with the mission and values of their organisations, driving meaningful change and making a lasting impact.