Difficult boards rarely appear out of nowhere. They are shaped by perceptions, behaviors, and circumstances that can evolve over time.
The first step in addressing challenges is to clearly define the situation. What does “difficult” actually mean in your context? Is the issue rooted in one or two individuals, or is it a broader cultural challenge affecting the entire board? Is the situation recent, or has it been building for some time?
This clarity matters. As leadership expert Monica Wofford suggests in her book Make Difficult People Disappear, it is worth asking whether someone is truly difficult—or simply different.
Differences in communication styles, expectations, or experience can easily be misinterpreted as conflict. Taking time to distinguish between the two opens the door for more thoughtful and productive interaction.
Once the situation is defined, the next step is recognizing the influencers that contribute to board dysfunction.
One of the most common contributors to a difficult board situation is simply not having the right people at the table. Recruitment processes that prioritize availability over alignment can lead to disengagement and tension.
Equally important is a lack of clarity around expectations. When roles, responsibilities, and accountability are not clearly defined, confusion and frustration can naturally follow. When this is the case, should there be any surprise when lines of authority get crossed?
Leadership selection and development also play a critical role. Too often, board chairs step into their roles without adequate preparation. Research consistently shows that a significant percentage of incoming chairs feel unprepared for the responsibilities they assume. Without intentional development, even well-meaning leaders can struggle to guide the board effectively.
A lack of proper preparation for a new board chair can also contribute to misunderstandings that lead to less than positive relationships between chair and the organization’s CEO.
Relationships are another key influencer. Positive, trusting relationships do not happen by accident—they require time, attention, and effort.
Poor communication, limited interaction outside of formal meetings, and a lack of appreciation can erode trust quickly. Leaders must ask themselves: Am I truly listening? Am I communicating in a way that resonates with individual board members? Am I making time to connect beyond the agenda?
It is also important to acknowledge a difficult truth: we may be contributing to the very situations we find challenging. Leadership requires self-awareness. If change is needed, whose behavior is most likely to shift first? Often, the answer begins with us.
The third action is to bring positivity into difficult interactions.
Approach those conversations with intention and respect. Positivity creates space for dialogue instead of defensiveness.
Practical techniques can make a significant difference. Avoid making interactions personal—focus on the issue, not the individual. Replace “yes, but” with “yes, and” to keep conversations constructive. Eliminate finger-pointing, and be mindful of language that may come across as accusatory. Even small shifts in tone and phrasing can transform the direction of a conversation.
Every leader develops their own approach to navigating conflict. Reflecting on past experiences—both successful and challenging—can provide valuable insight into how you engage with others under pressure.
Finally, the most impactful step is developing an action plan for resolving difficult board situations.
What specific steps can you take to improve your board dynamics? This might include refining your recruitment process, clarifying expectations, investing in leadership development, or creating more intentional opportunities for relationship-building.
Developing your approach will benefit from reflection, feedback, and, when possible, the perspectives of peers who may be facing similar challenges. Even small, deliberate actions can lead to meaningful progress over time.
The next time a board interaction feels difficult, pause and consider: What is really happening here? What can I learn from this moment? And most importantly, what action will I take moving forward?
(This article was originally written for Florida Society of Association Executives Source Magazine and reprinted with permission.)