Given the pace of change and complexity in today’s business environment, Advisory Board s are often underutilized resources for strategic, high-value information and guidance.
For many corporate and nonprofit organisations alike, the need to evaluate the Board of directors, the strengths, weaknesses and skills gap at any given time, is critical to managing its effectiveness. Leverage these strategies and put your crosshairs on the areas that need the most improvement.
How you view the role of the Board can have a big impact on its effectiveness. Does your Board meet to tick the boxes on compliance? Or is it about choices and creation? This free white paper, Choices, Future, Communities, is a wake-up call to anyone who thinks they are too small to make a difference.
Despite the challenges of regulatory uncertainty and economic pressure, a space to begin proactive discussions around mergers, acquisitions and other forms of sustainable growth has been created for organisations which are willing and prepared.
How prepared an organization is to detect, respond and recover from a cyber attack will determine its resilience following the inevitable data or security breach it will suffer some day. Are you preapred for the inevitable?
Reasonable people can disagree on important issues. But what do you do if you firmly believe the consensus decision is wrong and that the Board is veering toward a decision that could be extremely damaging?
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?
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.
“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.
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...
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.
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.
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.
When it comes to financing a nonprofit, there are many uphill battles. The two greatest factors that either create or limit prosperity and abundance in a nonprofit organization are...
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.