Spotlight – Heather Chappell, Interim Associate Director Communications and Engagement

Welcome to our charity job spotlight series, where we shine a light on people and their great work in the charity sector. The series covers why they work in the sector; what their job involves; and career advice for those looking to either come into the sector or progress in their career.

Heather has gained most of her 26 years’ experience in marketing and communications within the not-for-profit sector and has spent the second half of her career in senior management positions.

Before taking up her current role within the leadership team at Young Lives vs Cancer, Heather was Director of Marketing and Communications at the Chartered Quality Institute, working across marcomms, content and events.

Prior to this, Heather headed up membership and marketing at the Energy Industries Council where she set the marcomms strategy and oversaw its implementation in collaboration with UK and international teams. Heather also led the Institution of Civil Engineers’ marketing and communications, working closely with the commercial arm, regions, nations, and a large network of volunteers based globally.

In her other professional roles, Heather has worked for digital and content marketing agencies and government backed strategic bodies for film.

She has a degree in History and French and is a CIM MCIM Member.

Why have you chosen to work in Marketing/Communications in the charity sector?

When I first started working in marcomms, my focus was on the role not the sector. However, as time went by, and my aplomb grew, I became more discerning. My social conditioning made me oriented to people over profit, so while progressing my career I came to realise that my values were non-negotiable. About four years ago, I decided to go back into the commercial world because I had the opportunity to set up a new business area from scratch. However, I quickly discovered that the obsession with the bottom line and disregard for customer service would limit my time there. After this experience, I no longer had the urge to explore terrain outside of the charitable sector.

What do you think makes someone successful in your profession?

It depends on how we define and measure success and on whether it is quantitative or qualitative. If someone achieves or exceeds income goals but alienates others through poor ways of working, does that still constitute success? For me, demonstrating the right behaviours and positively contributing to the culture are key. At the same time, you need to embrace the vision, align your marcomms goals to the overarching strategic objectives, and tailor your activities to achieve them. Then there’s the audience. If we don’t understand them and their needs, and if our audience are not central to what we do, there’s little hope of reaching and engaging them. In terms of personal attributes, being brave, willing to take risks, instinctive, and prepared to get things wrong all aid success. People who perform well in the profession also make constant use of fresh insight, learn from experience, and continuously improve.

What skill/s have you learnt in your career that have proven to be the most valuable?

Conducting research and evaluation has been extremely useful in making evidence-based decisions. Of course, sometimes you have to rely on your gut, especially when the situation calls for a speedy response. We often talk about oral and written communication skills but rarely aural. I’ve learnt to listen much more, take the time to digest, and adapt when needed. Asking questions, even if you think you know the answer, can avoid so many incorrect assumptions and enable you to be more empathetic. This is also a core skill in coaching others to take the initiative, make their own decisions and develop a leadership mindset. Equally, I’ve come to recognise the value of constructive feedback. Once upon a time I perceived this as negative criticism, but I now actively invite it. Even if you don’t agree with all the feedback, it helps you to glean more about other perspectives and how your actions might be perceived in a way you didn’t intend.

What did you personally find as the biggest challenges when making that step up into a Director of Marketing/Engagement role?

I was promoted within my organisation, but I still retained many of the responsibilities from my previous role. The constant tug of war between my strategic and operational duties resulted in many hours of overtime that were not sustainable in the long run. Finding the time for my own self-development has not been easy; however, it’s imperative to keep your CPD up to date, to learn or hone skills, and to connect with others like you. More recently, I was fortunate to have a mentor who was fabulous and left a lasting impact on me. It took quite an investment in energy to get the most out of my team, especially during Covid, so that they shared my vision, felt empowered, took ownership, were able to innovate, and strove for the best outcomes.

What is your proudest achievement?

I’m not sure I have a single achievement, but I’m proud to have had a long career in marcomms, given that I wanted to be an archaeologist. I’m proud of the relationships I’ve formed along the way and continue to build; of the people I’ve helped to develop, even in a small way; of the careers I’ve seen take off. I’m also so chuffed to be part of a children and young people’s cancer charity whose culture, people and ambition are right up my street.

What advice would you give to anyone looking to make the move in to their first senior leadership role?

Talk to colleagues, friends or contacts in leadership roles to understand the bigger picture of what’s involved and whether this kind of position is right for you. Roles will vary. Ensure you’re ready to take a senior post on and all that goes with it.
Most importantly, consider the type of organisation you want to work for and why. Don’t forget that the benefits should be reciprocal. Be ready to challenge and be challenged.