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.
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).
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...
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?
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.
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)
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.
How we present financial reports and information can determine how a director can spot and respond to new opportunities. The key is to...