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?
Everyday there are many nonprofits in the world moving through the beginnings of a strategic plan. In every one of these sessions, nonprofit boards are creating the roadmap for their organizations, which is exciting.
The calibre of directors serving on the board impacts governance and outcomes.
Mission creep and micromanagement are disorders of a board. The symptoms and cures are different. Both create disruption in an organization.
How much time, care and preparation do we put into board meetings?