What do you do when a new Director is not performing to the standard expected of them? Whether this Director was tapped on the shoulder or was the successful applicant, ongoing performance should be non-negotiable.
Action planning should be viewed as the architecture of your strategic goal setting. Without a realistic set of incremental steps, overarching strategies are not likely to form in the way you would like (if at all).
In a recent study, less than half the nonprofit CEOs surveyed said they did not have an adequate succession planning process in place. If building a board leadership pipeline is among the most important areas for board improvement, why does it routinely fail to take priority?
Cultivating what it means to be a conscious leader is not a deception, pretense or a performance. It is a deliberate choice about how you choose to live and about how you choose to be a leader at work and in your life.
If decision making around the Board room is likely to recede into the weeds its productivity and effectiveness is greatly diluted. The Board induction program is the first and greatest opportunity to set personal expectations from the beginning of a Director’s tenure.
“In camera” is a Latin term which can be understood to mean an "in private" session in this context. It involves a confidential meeting, or a portion of a meeting, taking place with only Board members present.
The role of scenario planning is crucial for any business – it opens a constructive space with which to index all the environmental risks which could disrupt your organization, and discuss how your resources could be allocated to minimize their impact should they play out.
Why do some companies succeed in creating new markets while others fail?This question has driven the work of W. Chan Kim and Renée Mauborgne over the past ten years and led them to conceptualize a framework for business innovation and success: Blue Ocean Strategy.
Many organizations glaze over their Vision statement. They see it as a waste of precious time, a puff piece of nonsense that dissolves upon contact with harshness of reality. They would rather use their time to run day to day operations: too busy being busy.
The primary reason driving most mergers is to gain some type of advantage or to stave off some sort of disaster. The only way organizations can decide if a merger makes sense is to evaluate whether it significantly advances their vision and strategic objectives. Since these strategies are, presumably, designed to increase the ability of the organization to deliver against its vision, their accomplishment should, by definition, increase profitability.
This commonly accepted business practice tends to compel people to believe that they need to cut costs to improve revenue and profit, making expenses the focus of the business strategy, not revenue generation. This often leads management to make decisions that actually harm the organization.
One of the key assets of any nonprofit organization is its CEO (or MD, EO, GM, Coordinator or any other title that represents the chief staff leader). A primary reason many great CEOs choose to leave their organization is due to poor handling of their performance management by the Board, or sometimes not at all.
On the one hand, Directors have the right to access everything that goes on in the organisation (with some exceptions mainly related to privacy laws), as in the end, the Director is ultimately responsible.
Eight of our best steps you can begin to implement today, which promise to put you in good shape to becoming a Board savvy CEO. This will enable a productive relationship to take place, and is crucial for trust to be fostered and strategic outcomes achieved much faster.
Removing a Director should occur either by performance management (e.g. Board evaluation results), structural management (e.g. term limits or constitutional and/or legal requirements invoked), or by perception management (e.g. offering a position on an advisory committee)
Many CEOs we have worked with can recount a situation where they have been involved in an AGM (not necessarily their own) that have dissolved into farce and acrimony, leaving the organization in confusion and Board and staff unsure what to do next.
There have been too many examples where the functions of the Treasurer have been too much for one person, or there have not been the checks and balances on this position allowing the Treasurer to commit fraud, or remain ill-suited for the task at hand.
The strategic planning process is often too operational, inefficient and not nearly strategic enough. Employ these seven tips to give your planning team the best running start for your next strategic plan.