Courage > Genius

Why bravery, not brilliance, changes everything
By Mark Preston

In the business and charity worlds, we often celebrate innovation. We reward intelligence. We spotlight genius. But in my experience, from boardrooms to backstreets in the DRC, it’s not genius that’s missing.

It’s courage.

Leaving my role at a major charity to start again from scratch wasn’t a stroke of brilliance. It was a leap of faith. And walking through cobalt mines in Kolwezi, seeing children breaking rocks in brutal heat, didn’t require intellectual analysis, it required a response. A human one.

Courage is what moves us when spreadsheets say wait, when conventional wisdom says that’s not how things are done here. Organisations typically take genius and allocate its time to modelling why action would be too risky. Compliance with norms and consensus thinking didn’t get your organisation off the ground, or to where it is today. Neither will it get you to the growth you desire.

Bravery is what tells you to speak plainly, to challenge politely but persistently, to pursue the truth even when it’s uncomfortable. It’s what starts something new, not because the timing is perfect, but because your conscience says you can’t not.

I don’t say any of this to elevate myself. In fact, I’ve hesitated to write these words because I know how quickly sincerity can be mistaken for ego. But one thing I’ve learned is this: if we don’t own our authentic voice, someone else will fill the silence.

And the charity sector doesn’t need more silence. It doesn’t need more jargon. It doesn’t need more polished, risk-adverse genius. It needs courage. The courage to rethink over-extended structures. To move fast, not just talk. To let go of what worked in the past, and listen deeply to what’s needed now.

I love AI and it will automate a lot of things. That’s inevitable. But it won’t take brave decisions for you. It won’t walk into a room of funders and say, “This isn’t working… here’s a better way.” And it certainly won’t show up to a forgotten place and ask, “How can we help, really help?”

That takes people. Real people. With enough humility to listen and enough courage to act.

And here is the thing, AI is so dominating the conversation right now, it is undoubtedly the consensus. In fact do you know any organisations that are NOT saying AI is a top priority? AI is the consensus but courage is contrarian. The consensus does not make you stand out, but courage will.

At Start Bay, we’re not trying to be the smartest in the room. We’re trying to be the most useful. That takes clarity. Honesty. And yes, a bit of nerve.

If you’re reading this and you feel a quiet discomfort, a restlessness, maybe even a fire you’ve been trying to ignore — pay attention. It might not be genius calling.

It might be courage.

And so, what’s the brave step you’ve been putting off?
Whether it’s a conversation, a restructure, or starting something brand new, courage may begin quietly, but it is what changes everything.

If you want a no-commitment conversation about your next steps, I’d love to hear from you. I read and reply to all messages received.

In the mean time, take courage.

When Proximity Skews priorities

Mission drift cannot be the price of engaging our teams.

As charity leaders, we are constantly balancing the needs of three vital groups: our staff, our beneficiaries, and our supporters. Each plays a critical role in the health and impact of the organisation. But there’s a quiet bias that often shapes our decisions — not based on values, but on proximity.

Staff are close. We work alongside them daily. We hear their frustrations, ideas, and ambitions in real time. In contrast, our beneficiaries may be one step removed, and our supporters even further still. So when budget decisions arise, it’s often staff voices that are loudest and hardest to ignore.

Sometimes, this leads to spending that is less about strategic return — and more about preserving morale.

"In my opinion, it can be particularly hard to say no to staff-generated ideas when those staff are engaged and enthusiastic," says Steve Blow, Finance Director for a large UK Charity. "It's in our nature to want to approve some proposals which are very important to valued team members. It's completely understandable and it can be hard to recognise this in ourselves - but over time, this can pull organisations away from where the greatest impact lies."

This isn’t about cynicism. It’s about recognising that emotional closeness affects judgement. As leaders, we want to nurture a positive culture — and rightly so. But when “yes” becomes the path of least resistance, we risk drifting away from the real drivers of impact.

The Role of Fractional Leadership

Fractional leaders bring a different kind of clarity.

They aren’t embedded in internal dynamics. They’re not navigating long-standing loyalties or the subtle power asymmetries that can make full-time leaders cautious. As neutral navigators, they can surface organisational blind spots and ask sharper questions:

What’s the purpose of this spend? Who truly benefits? What gets deprioritised as a result?

Because of that, fractional leaders help rebalance decision-making between staff, beneficiaries, and supporters — ensuring no group becomes unintentionally dominant just because they’re the loudest or the closest.

This Model is Growing — Just Not (Yet) in the Charity Sector

Fractional leadership is already transforming the corporate world. According to Harvard Business Review, the number of fractional leaders on LinkedIn grew from just 2,000 in 2022 to over 110,000 in 2024. Businesses are embracing this model for its strategic focus, agility, and cost-effectiveness.

But most charities haven’t yet tapped into this potential — even though the fit is arguably better.

At Start Bay, we work with purpose-driven organisations who need strong, experienced leadership — but don’t need, or can’t afford, the full-time cost. We help charities regain strategic focus, manage change, and re-centre around what matters most.

 Is Fractional Leadership Right for You?

If your organisation is:

·      Concerned that internal dynamics might be distorting priorities

·      Struggling to afford senior leadership but needs strategic direction

·      Facing growth, change, or complexity

… then fractional leadership could be the missing piece. Start Bay, including a growing pool of talented and diverse associates, is open to a conversation about how we can support your organisation to fulfill its purpose. Please reach out if we can help you.

Because better leadership doesn’t have to mean bigger budgets.