Why does the Board of directors meet in the first place?
Assuming a functional strategic plan exists, which highlights the top 3-4 things (further refined from 5-6 things mentioned in the audio) that need to be accomplished over the coming years, then the Board's role is well defined.
The Board's role is about reviewing and make decisions about the implementation of the defined strategies and allocating resources toward achieving these key incentives.
Why then do so many strategic plans fall flat?
In this audio, taken from the Conscious CEO Series, Steven Bowman explores this question and offers his insights.
More on strategic planning
Strategic planning sessions can be conducted remotely, without the need for people to meet in person. This article outlines the four key components of any strategic plan and the process for the most effective strategic plan facilitation sessions.
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).
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.
Have you ever had (or heard of) the situation where one or more Board members were either consistently late, or were not turning up on a regular basis (with or without pre-warning)?
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.
Your organization's strategic plan sets the trajectory for its future. It is very important to make the most of this process and that starts with choosing the strategic planning team.
The strategic value of asking the right questions, especially during board meetings, is rarely tapped into. Start use the six most powerful questions below and watch the effectiveness of your board skyrocket.
One of the most powerful tools for creating strategic awareness in your nonprofit organization is your Vision statement.
More from the Conscious CEO Series
What are you really saying when you present your board report as a commentary on how 'busy' you have been? This common approach should be abandoned in favor of board reports that focus on your strategic plan.
Removing an underperforming Board member is an exercise that must be handled with care especially if the director in question still feels passionately about the organization, but are unsuitable for future tenure.
What's the best way to cultivate leadership qualities, regardless of your formal job title?
Risk is an often misunderstood concept in governance, especially when it is contained at all costs and never explored for potential gian.
The relationship between the nonprofit Board Chair and the CEO is arguably the most important relationship in the organization. What does it take to nurture the relationship, even bring it back from the brink?
The role of an advisory board is to ask questions that would not normally be considered or asked by a business, and open up the conversation so that a company can be more strategic. Yet advisory boards are a much under-utilised resource that are often not well understood.