If you’ve worked with volunteer boards or committees for any length of time, you know this truth: Strong personalities and deep passion aren’t the exception—they’re the norm.
In over three decades of work with more than 275 boards, committees, and task forces, we have seen almost every scenario play out. And in a recent conversation with an executive director navigating tension between volunteer board members, a familiar question surfaced:
“What is my role in this situation?”
His instinct was thoughtful. He wanted to help—but he also recognized that stepping in too quickly might not lead to the best outcome.
That pause was not hesitation. It was wisdom.
And his uncertainty? It’s one many nonprofit executives feel but don’t always say out loud. So, let’s name it: Navigating strong personalities and deeply held perspectives is one of the hardest parts of nonprofit management—yet it is also one of the most important.
Your Role: Guide the People, Guard the Mission
When volunteer dynamics get complicated, it’s tempting to search for the perfect response—or to focus on managing the individuals involved. But our role as nonprofit leaders isn’t to eliminate tension or smooth every bump.
It’s to steward the mission. That means:
Recruiting and placing volunteers where they can contribute best, with solid orientation to the strategic plan, the program of work, their roles, and others’ roles (staff and volunteers).
Keeping the focus on the work, not the personalities.
Adhering to the hierarchy of board leadership.
Advising and directing with patience, professionalism, and finesse.
Not every moment requires a response—but every moment requires awareness.
When the “Squeaky Wheel” Becomes the Focus
There is, however, another reality many leaders quietly navigate.
At times, an especially vocal volunteer becomes the center of attention—the squeaky wheel that gets the grease. Often, that energy is rooted in passion and commitment. But when left unchecked, the organization can unintentionally shift its focus from mission-driven work to managing one person’s concerns, preferences, or behavior.
This is where leadership—most often from fellow board members—must become clear and direct.
Not reactive. Not personal. Direct and appropriate. Because while every volunteer deserves to be heard, no single voice should override the mission.
Knowing When to Act
One of the most important leadership decisions is knowing when to pause—and when to step in. Restraint is strategy. So is timely action. The key is discernment.
Our client worried about bringing this issue to us but as we explained to him, discussing it is not wasted time. Talking through a situation helps clarify what you’re seeing, test your assumptions, and strengthen your response.
In many cases, processing is part of leadership—not separate from it.
Good Advice for When Personalities Collide
Don’t rush—but don’t ignore patterns.
Keep the mission, momentum, and results at the center.
Align people with roles that fit.
Use the appropriate leadership channels. Your governance committee and executive committee are designed, in part, to help address this scenario.
Talk it through with someone you trust.
Lead with both professionalism and clarity.
Keep the Work Moving Forward
Volunteer-driven organizations are built on passion, perspective, and commitment. With that comes personality—and occasionally, complexity.
Our role is not to eliminate those realities, but to channel them in ways that advance the work and strengthen the organization.
When in doubt, come back to the core: Put the right people in the right roles with clear focus on the mission and the program of work to achieve that mission, and guide the work forward with intention.
That’s not always easy—but it is always good advice.
If you need help with engaging boards and volunteers, let’s set a time to talk!