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.