The opportunity is to leverage data and performance measures to objectively assess what is working and what is not in your association.
“Directors should regularly ask at the board table, ‘How will we measure success on this project or event?’
Written by Bob Harris, CAE Most Common Board Questions The three most common questions about boards of directors. Often they are asked by executive directors who want their boards to perform at a higher level with improved outcomes. • What size should the board be? •How often should the board meet? • What about ex-officio…
Written by Bob Harris, CAE There is no single authority for how associations operate. Every nonprofit and its board are unique. They are influenced by culture, resources, scope and member expectations, for example. While rigid guidelines don’t exist, some processes are better than others. Here are examples of MISGUIDED PRACTICES regarding minutes, board meetings and…
You might have heard this one at the board table, “we cannot make a profit.” Or, the always popular, “anybody can do the ED’s job.” These are the myths that are promulgating boards across the country.
Written by Bob Harris, CAE I spend a lot of time on airplanes traveling to association and chamber meetings. Soon after takeoff the captain announces, “We have reached 32,000 feet, the ride should be smooth up here.” At a high altitude there is less drag. The plane is more efficient requiring less fuel. There is…
Assessing not only once but many times in different forms helps to move us from a static annual process to one that is more of a progress check in, which allows for continuous improvement and in “doing what is necessary” for your organization’s constituents.
How many times do we say that we want our board of directors meetings to run more efficiently? Poorly run board meetings are the number one reason why there is a lack of focus around strategic issues.
Imagine starting a new job with a gamut of responsibilities and there is no orientation or manual. Volunteers accept a role but may not understand their duties as trustees and a fiduciaries on behalf of the membership.
How do we define relevance and value in our organizations and how do we keep our Boards focused on what matters most?