By David Germain, CEO, Anderton Centre
The third sector is built on passion. On purpose. On people who go the extra mile—not because they’re paid to, but because they believe in something bigger than themselves. But passion alone isn’t enough. In today’s world, effective leadership in charities and community organisations requires the right balance: heart and strategy; empathy and accountability; mission and measurement.
As a third-sector CEO, and someone who has walked the winding paths of youth work, education, outdoor learning and business development, I’ve come to learn that great leadership isn’t about titles or top-down authority—it’s about alignment. Aligning purpose, people, and performance in a way that creates genuine, long-lasting impact.
Purpose: Anchoring Leadership in Mission
In the private sector, your purpose might be defined by shareholders. In our world, it’s defined by service users, community partners, and the belief that lives can be changed through action. As Jim Collins notes in Good to Great and the Social Sectors (2005), non-profits must define success not by money but by mission. I couldn’t agree more.
At the Anderton Centre, our mission is to change lives through outdoor experiences. That’s not just a strapline—it’s a compass. It guides everything we do, from inclusive programming for children with special educational needs to supporting marginalised young people from across Bolton to access nature for the first time. When you’re clear on your purpose, decision-making becomes simpler, even if it’s not always easier.
During the COVID-19 pandemic, for example, many organisations paused their community programmes. We pivoted quickly, re-imagining our offer to support mental wellbeing through nature-based interventions. That wasn’t just a business decision—it was a moral one. We knew the need would grow, and we knew we had the tools to meet it.
People: Leading with Empathy and Accountability
Leadership is about people. And in the charity world, people are your greatest asset—and often your biggest investment. That means developing cultures that support, stretch, and sustain those people.
I’ve always believed that relationships are the cornerstone of organisational success. At the Anderton Centre, we moved from a transactional staff model to one that is developmental, inclusive, and seasonally aware. We introduced flexible annualised hours for instructors, recognising the ebb and flow of outdoor work. That’s not just about contracts—it’s about respecting people’s lives.
Daniel Goleman’s work on emotional intelligence (1998) reminds us that the best leaders aren’t always the most charismatic or technically brilliant—they’re the most emotionally attuned. They listen, they empathise, and they adapt. I’ve applied this not just in staff leadership, but in Board relations, partner development, and community engagement. Whether it’s working with young apprentices or hosting a local Muslim women’s group for their first experience on open water, leading with empathy has always delivered results.
Performance: Measuring What Matters
Mission-driven doesn’t mean metrics-blind. In fact, our accountability to funders, communities, and trustees makes performance management even more important.
At LOAI and the Anderton Centre, we’ve evolved our reporting to include both quantitative outcomes and qualitative stories. We track the number of young people served, yes—but we also track increases in confidence, wellbeing, and aspiration. We use tools like the Warwick-Edinburgh Mental Wellbeing Scale (WEMWBS) and regular participant feedback loops, turning data into direction.
We’ve also embraced strategic growth in a way that remains rooted in mission. Whether it’s launching a new business network to diversify income or delivering programmes for previously homeless adults in partnership with Embassy Village, every step forward is evaluated against three tests:
- Does it help people?
- Does it fit our values?
- Is it sustainable?
What Great Third Sector Leadership Looks Like Today
In my view, the best leaders in our sector are:
- Strategic thinkers who can zoom out without losing sight of the individual stories.
- Servant leaders who are just as comfortable leading from the back as from the front.
- Systems navigators who can engage commissioners, collaborate with partners, and respond to shifting policy landscapes.
- Storytellers who can connect the dots between lived experience, operational delivery, and vision.
And perhaps most importantly, they are people who still feel something deeply when they see a young person smile after overcoming a fear, or a parent shed a tear at their child’s first moment of confidence. That spark—that emotional ‘why’—is what keeps us anchored.
Final Thought
As I explore the next chapter of my career—one that I hope will involve continuing to lead with purpose and authenticity—I remain committed to the idea that good leadership is never about the leader. It’s about what the leader enables others to do.
Purpose, people, and performance: get those three right, and the rest tends to follow.
David Germain is CEO of the Anderton Centre and Director of the Lancashire Outdoor Activities Initiative. He has spent over 20 years working in education, youth development, and community impact, and is a trustee at Bolton CVS. He also hosts the Business Lifejacket podcast—a light-hearted dive into the serious business of leadership and learning from our mistakes.
Reference List
Collins, J., 2005. Good to Great and the Social Sectors: A Monograph to Accompany Good to Great. Boulder, CO: Jim Collins.
Goleman, D., 1998. Working with Emotional Intelligence. New York: Bantam Books.
NHS Health Scotland, 2008. Warwick-Edinburgh Mental Wellbeing Scale (WEMWBS). [online] NHS Health Scotland. Available at: https://www.nhshealthquality.org/resources/wemwbs [Accessed 20 May 2025].
