Episode 55 kicks off the new year, and Debra and Peter are back after a Christmas break, reflecting on what it means to return to work with energy, realism and hope.

They start by talking about leadership at the start of the year, acknowledging just how tough the past twelve months have been for many charities. Survival, Debra argues, is not a failure but a success, and hope only really matters when it is matched with action.

The conversation then turns to charity governance, prompted by the very public breakdown of the relationship between the board and chief executive at Oxfam. Debra and Peter unpack what happens when chairs and CEOs clash, why governance failures often sit behind these situations, and how things can escalate when roles, loyalties and responsibilities become confused.

Drawing on years of experience, Debra shares practical advice for boards and chief executives, from one to one conversations with trustees to appraising chairs properly, avoiding over concentration of power and creating a culture where disagreement is handled well.

They also explore how organisations can rethink their structures, moving away from rigid hierarchies towards partnership models that value trustees, staff, volunteers and beneficiaries equally.

Finally, Peter brings in a live governance question from the world of county cricket, sparking a discussion about independence, lived experience and how boards can balance fresh thinking with deep contextual knowledge.

As ever, there is honesty, challenge, and a shared belief that good governance really matters, especially at the start of a new year.

If there are issues you would like Debra and Peter to explore in future episodes, do get in touch.

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More Debra Allcock Tyler LinkedIn: https://www.linkedin.com/in/debra-allcock-tyler-8013214/

More Peter Wanless LinkedIn: https://www.linkedin.com/in/sir-peter-wanless-b43aa372/

Produced by: Directory of Social Change https://www.dsc.org.uk

Podcast Producer: José Blazquez

In the final episode of the year, Debra and Peter wrap up 2025 with a thoughtful conversation about the less-discussed dynamics within the charity sector: toxic teams.They dig into the difficult issue of workplace toxicity and explore how pockets of negativity can undermine even the most values-driven organisations. How do you deal with staff groups who resist change, weaponise internal values, or quietly disrupt? And what happens when the toxicity is directed upwards, leaving leaders powerless?They also touch on the government's new grant feedback mechanism, asking whether it can really work in a sector where power dynamics make honesty risky. Is 'feed forward' a better approach for building trust and learning?All this, plus stories of kindness in the cold, a magical pink coat, the joy of Christmas jumpers, and the emotional importance of being the best version of yourself... even when you're just buying teabags.Have thoughts to share or feedback to give (the kind we like)? Leave a comment or drop us an email.YouTube Subscribe: https://YouTube.com/@DSCOnlineMore Debra Allcock Tyler: https://www.linkedin.com/in/debra-allcock-tyler-8013214/More Peter Wanless: https://www.linkedin.com/in/sir-peter-wanless-b43aa372/Produced by: Directory of Social Change https://www.dsc.org.ukPodcast Producer: José Blazquez

Kicking off with blazing rows, basset hounds and a night out with Jacinda Ardern, they explore what compassionate leadership really looks like when everything is going wrong. From Christchurch to COVID, what can charity leaders learn from a prime minister who talked openly about fear, worry and the emotional cost of big decisions.That sets the scene for the main conversation of the week. How do boards make decisions on deeply contested issues when they feel boxed in by law, money, politics or public campaigns. Using the recent decisions by the Womens Institute and Girlguiding as a live example, Debra and Peter dig into collective responsibility, disagreement on values, and the very real impact that boardroom rows have on staff, volunteers and beneficiaries.From there they move into allyship and sector solidarity. Why does a supportive letter from another part of the sector mean so much when you feel under siege. When should organisations speak up beyond their narrow charitable objects. And what on earth have Humboldt squids got to do with standing up for refugees, migrants and other unpopular causes.Along the way they talk about silent allies, the pull between evidence and moral conviction, and why separating people from decisions matters if you want your board to survive the next difficult call.If you are a chief executive, trustee, senior leader or simply someone who cares about how charities behave under pressure, this one is for you.Tell us what you think in the comments, or email your questions and ideas for future episodes.YouTube Subscribe: YouTube.com/@DSCOnlineMore Debra Allcock Tyler LinkedIn: https://www.linkedin.com/in/debra-allcock-tyler-8013214/More Peter Wanless LinkedIn: https://www.linkedin.com/in/sir-peter-wanless-b43aa372/Produced by: Directory of Social Change https://www.dsc.org.uk Podcast Producer: José Blázquez