Governing goodwill

Goodwill is no substitute for good governance, as Martin Thomas discovers in conversation with two volunteer-dependent leaders

Volunteering is central to the identity and sustainability of many UK public-purpose organisations. From trustees and board members to people delivering services on the ground, volunteers bring energy, legitimacy and connection to communities. They also introduce distinctive governance challenges.

For boards and senior leaders, the question is not whether volunteering is valuable, but how to govern organisations that rely so heavily on goodwill rather than contract.

At Hastings Contemporary, an art charity and gallery, volunteering is fundamental to day-to-day operations, as director Kathleen Soriano explains, “Our gallery stewards are all volunteers, and we couldn’t open our doors without them.”

What is striking is the remarkable diversity of that volunteer group, which includes retired CEOs and head teachers as well as individuals with mental health conditions. Kathleen says this diversity enhances the experience, adding ‘great flavour’ and helping to create a sense of welcome and connection.

A similar picture emerges at the Brighton Gay Men’s Chorus, a community choir chaired by John McPherson. Here, volunteering is not an adjunct to paid delivery; it is the delivery model. “We couldn’t operate without them, absolutely,” John says.

Like many small charities, the chorus relies on two overlapping layers of volunteers: those providing governance and those delivering the core activity.

Governance without contracts

From a governance perspective, the defining feature of volunteering is the absence of a conventional employment relationship. Kathleen notes that volunteers “are not bound by contracts, so we have to manage our own expectations and be more flexible.”

That flexibility is both a strength and a vulnerability. Volunteers are often deeply committed to purpose, but they can also disengage quickly if expectations feel unclear, unreasonable or misaligned.

John highlights how this affects leadership and change. In volunteer-led organisations, “people can just walk away,” which means that decisions about direction, policy or structure must be handled with care.

Traditional hierarchical approaches to authority are less effective. Trust, consent and credibility matter more than formal power.

This makes clarity especially important. John describes ongoing work to “codify a lot of the leadership roles within the governance team”, so expectations are transparent and roles are seen as development opportunities rather than opaque responsibilities.

This is a governance discipline as much as an operational one: poorly defined volunteer roles create risk for the organisation as well as frustration for the individual.

Culture, conflict and emotional labour

Volunteer-dependent organisations are often values-driven and emotionally charged environments. That can be enormously positive, but it can also surface tensions. John notes that “personalities can clash, egos can get involved,” and that unmanaged conflict can be particularly corrosive in organisations built on trust.

External pressures can amplify this. The Chorus has had to respond to wider political and social developments that affect its members, prompting reviews of conduct, communication and social media policies.

These are not abstract governance concerns; they are live issues that boards must navigate while maintaining cohesion and morale among volunteers who give their time freely.

Kathleen’s reflections point to a critical leadership requirement in this context. Volunteer-led organisations depend on “clear leadership and a clear vision they can subscribe to”, which in turn demands “more emotional intelligence” from those in management and leadership roles.

Unlike paid staff, volunteers are motivated primarily by meaning, belonging and respect. Governance that ignores this reality risks disengagement, however robust the formal structures may be.

Practical governance pointers

For boards and senior leaders overseeing volunteer-reliant organisations, several governance lessons stand out:

• Be explicit about roles and expectations, at board and delivery level. Codified roles protect both the organisation and the volunteer.
• Treat culture as a governance issue, not just an operational one. Conduct, communication and conflict resolution frameworks matter.
• Invest in emotionally intelligent leadership, recognising that authority flows from trust and clarity rather than hierarchy.
• Ensure boards are equipped for this reality. Volunteer-dependent organisations place particular demands on trustees and non-executives. Subtle, well-designed board development can strengthen confidence, capability and collective leadership without undermining the voluntary ethos.

Volunteering remains one of the great strengths of UK public-purpose organisations. Governing it well requires realism, empathy and skill — and a recognition that goodwill, while invaluable, is not a substitute for good governance.