Keji Moses, CEO of Mayah's Legacy discusses leadership, diversifying income and making a difference.
__________________________________________________________________

In a nutshell, what does your day-to-day role look like?
I wear many hats, and no two days are the same for me. In addition to my role as CEO of Mayah’s Legacy, I serve as a district councillor, the Sheriff of Canterbury, and a family magistrate.

As a mother of two boys, aged 15 and 10, with additional needs, my day usually starts around 6 a.m. My morning begins with helping my 10-year-old get ready for the day, followed by the school run. Afterward, my schedule varies depending on my appointments. I might have a 10 a.m. meeting to review the week’s agenda. My weekly calendar is packed with meetings, including sessions with the Faculty of Perinatal Psychology, the Engagement Council for Kent and Medway NHS and Social Care Partnership Trust, and the Equity & Equality Task & Finish Group for East Kent NHS Trust. Some days, I spend hours in court fulfilling my duties as a family magistrate. Once those responsibilities are handled, I shift my focus to working on the next publication or webinar for our charity’s online resource hub. I also check in on ongoing projects, meeting with our team of facilitators to monitor progress and identify any additional support needed.

Throughout the day and into the evening, I attend council meetings and participate in civic engagements. My roles are diverse, and they keep me fully engaged from morning to night.

What are the biggest challenges your organisation currently faces?
Our biggest challenge at the moment is diversifying our revenue streams. As a small charity, we currently rely on a single source of funding, primarily grants, which poses a significant risk. It's crucial for us to diversify our income through events, partnerships, or social enterprises, but this is proving to be difficult. With the available funding shrinking, we’ve had to put some of our projects on hold until we have the necessary resources to support them.

And, in your opinion, what are the biggest challenges the sector faces?
The charity sector is recognized for its significant positive impact and dedication to altruism, yet it continues to be undervalued and underfunded nationwide. Persistent efforts are necessary to gain access to decision-makers and advocate for essential investment in this crucial sector. The future lies in partnerships and collaboration. I believe that larger charities should forge stronger connections with smaller ones to effectively deliver essential services.

What do you love most about your job?
As a charity CEO, one of the most fulfilling aspects of the role is the opportunity to make a tangible difference in people's lives. Knowing that the decisions I make and the strategies I implement directly lead to positive change is incredibly rewarding. Leading an organization dedicated to a cause allows me to shape initiatives that have a significant impact on both communities and individuals. Witnessing the tangible results of our work, whether it’s assisting those in need, supporting families, or influencing policy brings immense satisfaction.

The challenges that come with being a CEO in the charity sector navigating funding issues, addressing complex social problems, and managing diverse teams offer valuable opportunities for personal and professional growth. Understanding that our efforts contribute to something much greater than myself, with the potential to leave a lasting legacy, is a powerful motivator. This role provides a deep sense of purpose and fulfilment that few others can match.

Finally what advice do you have for other charity leaders?
The nature of their work often involves managing high levels of responsibility, dealing with emotionally challenging situations, and navigating the pressures of limited resources. Without proper self-care, leaders risk burnout, which can negatively impact both their well-being and the effectiveness of the organisation.

---