The Challenge
A well-established charity had experienced significant growth over the previous year. New funding had enabled it to recruit additional staff, expand its volunteer team and launch several new community projects.
While the organisation was thriving externally, day-to-day working relationships were becoming more challenging.
Staff and volunteers were unclear about who was responsible for certain decisions. Managers assumed tasks had been delegated, volunteers felt unsure about their authority, and trustees occasionally became involved in operational matters without realising the impact this had on the staff team.
No single issue was serious enough to trigger a formal complaint, but small misunderstandings were becoming increasingly common. Frustration was building, confidence was beginning to dip, and people were spending more time resolving confusion than delivering services.
Recognising the Root Cause
The Chief Executive contacted the Early Resolution Service to discuss the situation.
Rather than focusing on individual disagreements, the conversation explored how the organisation’s rapid growth had changed the way people worked together.
It became apparent that many of the challenges were not caused by conflict between individuals, but by a lack of shared understanding about roles, responsibilities and decision-making.
With this in mind, the charity brought together key members of the team to review how work was allocated and communicated.
The Resolution
Over the following weeks, the organisation made several straightforward improvements:
- role descriptions were updated to reflect current responsibilities
- decision-making authority was clarified for staff, volunteers and trustees
- regular team meetings were introduced to discuss priorities and raise concerns
- communication expectations were agreed so everyone understood how and when information would be shared.
The changes were relatively simple but had a significant impact.
People became more confident in their responsibilities, duplication of work reduced, and conversations became more constructive because everyone understood who was responsible for what.
Most importantly, the organisation was able to focus its energy on supporting the community rather than resolving avoidable misunderstandings.
Key Learning
As charities evolve, roles often change faster than expectations.
Without regular conversations about responsibilities, people can unintentionally work at cross purposes, creating frustration where none was intended.
Clear expectations provide certainty, improve communication and reduce the likelihood of conflict developing in the first place.
Reviewing roles and ways of working does not need to wait until problems arise. It is a valuable exercise for any growing organisation.
Could this happen in your organisation?
Growth is something every charity hopes to achieve, but it can also introduce new challenges if responsibilities and communication are not reviewed along the way.
The Mediation Agency’s Early Resolution Service offers BVA members a confidential opportunity to discuss emerging issues before they affect relationships, morale or governance. Whether your organisation needs an independent sounding board, support with difficult conversations or facilitated discussions, early intervention can help maintain positive working relationships and keep your focus on delivering your charitable purpose. Read more about the service and let’s arrange a time to help you: https://www.mediation-agency.com/early-resolution-services-basingstoke-voluntary-action