Introduction
Running a small charity often means wearing many hats, and for many leaders, it can feel like they’re the "Chief Everything Officer." Charity leaders often find themselves filling gaps and covering responsibilities across all roles to keep cogs turning and the lights on. Over time, this can create an unhealthy dynamic where team members bring every question, problem, and decision to the CEO. This not only leads to burnout for leaders but also leaves team members feeling unfulfilled and dependent, stunting their growth and creativity.
But how can you break this cycle? By shifting from a "fixer" to “multiplier” mentality, you can foster a more resilient, empowered team—while protecting your own well-being. In this post, we'll explore how small charity leaders can embed this new mentality to bring out the best in your teams and yourself.
Fixer vs. Multiplier Leadership
As your charity grows, one of the biggest shifts you’ll face is transitioning from a "fixer" to a "multiplier." In the early days, you might have handled everything yourself, but as your team expands (whether you recruit more volunteers or even paid staff), it becomes vital to recognise that your role is changing. You’ll need to spend more time empowering your team—checking in, monitoring progress, supporting, and coaching—rather than fixing every problem that arises.
Initially, this can feel counterintuitive. You might wonder if you’re wasting time by not getting hands-on and solving issues immediately, but this shift is essential for unlocking the full potential of your team. Acting as a multiplier means that you enable your team to produce far more than they could on their own.
Imagine a scenario where you’re still involved in every decision and task. As your team grows, you become the bottleneck, and projects slow down because everything has to go through you. In contrast, a multiplier leader creates an environment where team members can make decisions independently and problem-solve creatively; a leader who unblocks processes and facilitates everything to run more smoothly.
Shifting to a Multiplier Mindset
The key to making this shift lies in recognising the value of investing in your team’s development. By helping your team grow in confidence, competence, and independence, you allow them to tackle challenges themselves—without needing to rely on you for every solution.
Let’s break down some practical ways you can shift from a "fixer" to a “multiplier”:
Ask questions: Rather than solving problems for them, ask guiding questions that encourage team members to think critically and develop their own solutions. For example, "What do you think is the best approach?" or "What solutions have you considered?". If you find yourself jumping in too quickly with your own thoughts, remember the acronym: WAIT - Why Am I Talking?
Focus on potential: Often we hold our teams back by focusing on why someone is not ready to take on a challenge, rather than considering how it could support their development. Reframe challenges as learning opportunities. Honestly appraise your team members’ strengths and areas for improvement. Then use check-ins, debriefs, and reflections to build a supportive structure around them to embed learning, address any errors, and help them grow.
Invest in training: There are a myriad of free and affordable training courses available through infrastructure charities and consultants. Upskill your team so they have the skills and self-belief to work more independently and effectively. This investment may take time, but it will pay off as your team becomes more resilient and self-sufficient.
Tailor Your Approach
To bring out the best in your team and be a true “multiplier,” you will need to be mindful of the individual needs of each team member. An effective tool is the Confidence/Competence Matrix, which helps you identify the best management approach for each individual. For example:
Low competence, low confidence: These team members may need more hands-on support, training, and mentorship to build both their skills and self-belief.
Low competence, high confidence: These individuals may require training to build their skills and coaching to develop their self-awareness.
High competence, low confidence: Here, your role might be to provide encouragement and opportunities for these individuals to showcase their skills. Coaching may also help with growing self-esteem.
High competence, high confidence: You can give these team members greater autonomy and responsibility, knowing they will thrive.
By understanding where each team member falls in this matrix, you can tailor your approach to support their growth effectively.
Provide Effective Feedback
A key facet of being a multiplier is giving feedback effectively. Feedback is crucial for your team’s development so they know what they are doing well and where they still need to improve. Recognise and acknowledge the positives, so that both you and your team members appreciate the strengths that already exist and can be relied upon. Highlight and action areas for development to build a culture of continuous improvement and accountability.
The way you give feedback can role model the behaviours you want to embed in your team. Netflix’s 4A feedback guidelines can be useful to follow:
When giving feedback:
Aim to Assist: Always focus on helping the person improve, rather than criticising.
Actionable: Provide specific, actionable suggestions for improvement.
When receiving feedback:
Appreciative: Acknowledge the feedback with gratitude, recognising the positive intent with which the person is giving it.
Acceptance: You have the right to accept or discard the feedback. Be mindful of your decision, with recognition of your responsibility for self-development.
If giving feedback feels awkward or difficult, the following frameworks can help:
WWW and EBI: Structure your feedback around "What Went Well" (WWW) and provide constructive comments on how it could have been "Even Better If" (EBI). This keeps the feedback positive and growth-focused. Make sure you link the WWW to EBI with an “and” rather than “but” to reinforce that development is an enhancement rather than a criticism.
IDEA: When delivering challenging feedback, the IDEA framework ensures clarity and action.
Intention: Clarify your intention behind the feedback.
Describe: Describe the behaviour and its impact. Keep the focus on the behaviour, rather than the individual, to avoid the feedback becoming a personal attack.
Exchange: Discuss ideas for improvement, listening to the other person’s perspective. Work together to find ways to address the problem.
Action: Agree on a clear action plan with a deadline for progress.
Coaching and Mentoring for Lasting Impact
As you adopt a "multiplier" mindset, two essential skills will help you sustain this approach: coaching and mentoring. Both play a key role in developing your team’s confidence and competence, but they serve different purposes.
Coaching focuses on helping your team members find their own solutions. By asking questions that prompt reflection, challenge perceptions, and build awareness, you empower them to think critically and solve problems independently. This builds long-term problem-solving skills and reduces their reliance on you to "fix" things.
Mentoring, on the other hand, involves sharing your own experiences and insights to guide your team. It’s particularly useful when a team member is facing a challenge or taking on new responsibilities. By offering advice and perspective, you help them navigate situations where they might lack experience.
Balancing both coaching and mentoring allows you to offer support while fostering autonomy. Over time, you can shift between these roles, starting with mentorship when more guidance is needed and moving towards coaching as team members grow.
Conclusion: Moving from Fixer to Multiplier
As a small charity leader, you don’t need to have all the answers or fix every problem. In fact, taking on too much can hold your team back. By shifting your mindset from "what can I fix?" to "how can I bring out the best in my team?" you empower your team to take ownership, grow, and excel—ultimately making your charity more resilient and sustainable.
If you're finding this transition challenging, the Fair Collective has a wealth of resources, including experienced coaches like myself, who can support you in developing these skills. Together, we can help you build a supported and effective team while allowing you to focus on the bigger picture without burning out.