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.
Use the following as a sample of Director standards with which to inform and assess each Director on the Board as well as incoming candidates or volunteers.
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.
Risk and uncertainty are forces that are part of everyday life. How you respond to risk can be the difference between an enduring organization and an endangered one.
“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 CEO has the challenging task of implementing the Board’s policies and strategies, engaging with key stakeholders, managing staff, and managing the resources of the organization.
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.
Strategic awareness rarely features in modern textbooks on management, yet is something that can fundamentally change conversations and decision-making at the Board level.
In essence, strategic awareness is the...
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.
Have you ever seen one of your close peers receive a promotion, or be appointed to a Board, only to then treat you and existing workplace friends in a different, negative way?
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.
Many nonprofit organizations elect or appoint an individual to the position of Treasurer and that person is deemed responsible for the financial management of the organization.
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.
The relationship between the nonprofit Board Chair and the CEO is arguably the most important relationship in the organization.
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.