The Challenge
A small community charity had a committed staff team and an active board of trustees. Over time, however, communication between the Chief Executive and one trustee had become increasingly strained.
Board meetings had become noticeably uncomfortable. Questions that were intended to provide oversight were being interpreted as criticism, while responses from the Chief Executive were seen as defensive. Emails became longer, meetings ended with unresolved tension, and others around the table began avoiding difficult discussions altogether.
No formal complaint had been made, but confidence and trust were beginning to erode.
Taking the First Step
Recognising that the situation was unlikely to improve on its own, the Chair sought advice through the Early Resolution Service.
Rather than immediately arranging mediation, the first step was to explore what was happening and consider the most constructive way forward.
It became clear that both individuals shared the same objective: they wanted the charity to succeed. The difficulty lay in how they were communicating, not what they were trying to achieve.
With guidance, the Chair arranged separate conversations with each person, using neutral, non-confrontational language and focusing on understanding their concerns rather than assigning blame.
Those discussions helped reduce assumptions and created enough trust for a facilitated conversation to take place.
The Resolution
During the facilitated meeting, each person was given the opportunity to explain their perspective without interruption.
The trustee acknowledged that their direct questioning sometimes came across more critically than intended. The Chief Executive explained how repeated challenges had affected their confidence and made them feel unsupported.
Together, they agreed some simple but effective changes:
• agreeing how concerns would be raised between meetings
• distinguishing governance questions from operational discussions
• checking assumptions before responding
• holding regular informal catch-ups to maintain communication.
Within a few weeks, board meetings became noticeably more collaborative, and discussions returned to focusing on the charity’s priorities rather than personal misunderstandings.
Key Learning
Avoiding difficult conversations rarely makes them easier.
When concerns are addressed respectfully and early, organisations are far more likely to preserve relationships, maintain trust and avoid unnecessary escalation.
Starting the conversation does not require having all the answers. Often, creating a safe space for people to listen and understand each other’s perspective is enough to change the direction of a situation.
Could this happen in your organisation?
Many charity leaders, trustees and volunteer managers hesitate to raise concerns because they worry about making matters worse.
In reality, a well-prepared conversation, supported where appropriate by an independent third party, can often prevent issues from becoming formal disputes.
The Mediation Agency’s Early Resolution Service offers BVA members a confidential initial conversation to help you think through the situation, prepare for difficult discussions and explore the most appropriate next steps. Sometimes a conversation is all that’s needed. When additional support would be helpful, mediation or facilitated dialogue can provide a constructive way forward. 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