When Things Go Wrong on the Board

From GovernanceWiki
Jump to navigation Jump to search

In the life cycle of any charitable organisation, challenges are inevitable and that includes at board level. This page offers guidance on recognising common issues, understanding their root causes, and taking corrective action to steer the board back to effective governance and work focussed on delivering the charity’s purpose. Understanding these issues is essential for strengthening governance and ensuring long-term organisational health.

Common issues

Breakdowns in communication can deeply undermine the effectiveness of a board

Misunderstandings, a lack of transparency, or information being withheld often lead to mistrust and hesitation in decision-making. When communication falters, it erodes the cohesion necessary for a board to function well. These problems are often compounded by unclear or competing agendas, inconsistent meeting practices, or a general absence of openness.

Conflicts of interest

In some cases, conflicts of interest arise when board members have personal or professional stakes that clash with the organization’s mission. Such situations can call into question the integrity of the board’s decisions and potentially damage the charity’s reputation.

Leadership also plays a critical role

A chairperson who is either disengaged or overly controlling can stall progress and alienate fellow members. Clearly defining the chair's role is a crucial step toward preventing these issues and maintaining productive leadership.

Mission drift is another common pitfall

Under financial pressure or due to confusion about strategic goals, boards and senior staff may pursue projects or funding opportunities that do not align with the organization’s core purposes. This weakens focus, reduces credibility, and often reflects poor oversight or unclear lines of reporting.

Tensions and disagreements

If left unresolved, these can chip away at morale and hinder collaboration. Sometimes these disputes stem from personality clashes and may require mediation or strong communication skills to move forward constructively.

Financial oversight failures

Representing a particularly serious risk, poor fund management or insufficient scrutiny can cause issues with compliance with regulations and the law, and risk relationships and eligibility with funders and donors.

Apathy among board members is equally harmful

When attendance drops, deadlines are missed, or participation is merely passive, it signals a lack of engagement that can seriously weaken the strategic direction of the charity. Similarly, burnout and fatigue are real risks for board members, who are often volunteers balancing multiple responsibilities. Without clear roles and meaningful engagement, motivation can fade, leading to premature resignations and a loss of continuity and expertise on the board.

Red flags to watch

  • Meetings repeatedly run over time or produce little action
  • Certain voices dominate while others go unheard
  • Decisions are delayed or made outside of meetings
  • Financial reports are vague or absent
  • A growing disconnect between the board and staff/volunteers
  • The organisation is a victim of Founder's Syndrome

Steps toward resolution

Resolving board difficulties starts with recognising that there is a problem and agreeing to address it constructively. Discussions should take place in a safe and respectful environment where everyone has an opportunity to be heard.

Acknowledge what is happening

Avoiding disagreement rarely makes it disappear and may allow frustration or mistrust to grow. Board members should describe the problem clearly, listen to different perspectives and focus on conduct and decisions rather than personalities.

Return to roles and responsibilities

Revisit the board’s duties, the organisation’s constitution and any relevant governance policies. These provide a shared reference point and can help correct misunderstandings about authority, expectations and decision-making.

Seek independent support where necessary

If discussions have stalled or relationships are particularly difficult, an independent facilitator, consultant or charity governance adviser may help the board identify the underlying issues and agree a fair process.

Rebuild trust through action

Trust is restored when board members communicate openly, apply rules consistently and share responsibility for decisions. Fairness, transparency and clear [accountability](https://governancewiki.org.uk/wiki/Glossary#Accountability "Glossary") matter more than simply agreeing to move on.

Record what has been agreed

Keep clear minutes or an action note covering decisions, responsibilities and timescales. Review progress at an agreed date so that commitments are followed through and the same misunderstandings do not reappear.

Prevention and reflection

  • Invest in regular board development and training
  • Ensure the constitution and board rules are up to date and fit for purpose with regular reviews
  • Conduct annual reviews of board performance
  • Review financial oversight, financial procedures and reporting on a regular basis
  • Ensure that everyone participates and charity trustees that are disengaged or missing are contacted and supported
  • Maintain an open feedback culture
  • Embrace succession planning for smooth leadership transitions

When it’s time to escalate

Sometimes, internal discussions alone may not resolve conflicts. In such cases, mediation and facilitation can be valuable. Independent mediators or governance advisors can help trustees navigate tensions and find common ground. Scottish Mediation have developed The Scottish Mediation Third Sector Project which provides support and low cost mediation tailored to the needs of the sector.

Further resources and links

If your board is facing difficulties, these organisations and tools can offer guidance, support, and practical steps toward recovery and stronger governance:

For further free, well-informed information, find your local Third Sector Interface (TSI) at the directory page here

Retrieved from "https://governancewiki.org.uk/index.php?title=When_Things_Go_Wrong_on_the_Board&oldid=988"