On balance management will always have more information about the organization than volunteer board members. As a result, directors must be proactive in seeking information from management and a variety of other sources, even if they must involve employees other than senior management.
Nonprofits board interests vary widely. Because many directors are not deeply knowledgeable about the mission field, the management and staff take responsibility for the plan's development and implementation.
If a nonprofit, like the one described, is attacked, not only will records be compromised, but also the reputation of the agency will be destroyed, probably along with the nonprofit organization itself.
Yes, the millennials are coming! The research shows that their values relate well to missions of many nonprofit organizations. To interest the best and the brightest, nonprofit workplaces, as experienced by older generations, will need to change in strange ways!
Many nonprofit boards engage a consultant to ferry them through challenging times and/or projects. After years of experience as a nonprofit board director, board chair and advisor, I have come to question the impact of these initiatives.
The nonprofit leadership literature recommends that every nonprofit organization have a comprehensive crisis management plan, but it has little focus on risk. Perhaps nonprofit boards are too risk averse and are really unable to maximize their resources to assist clients?
In any organization, top management changes cause staff insecurity and unrest. Old comfortable patterns will be broken. Resistance to change will likely occur. Board members must provide strong support for changes that are needed.
Nonprofits have always had to struggle to meet their client needs, even when economic conditions and social turmoil were much less constraining than today. How can mid-level nonprofits uncover growth opportunities in the present environment?
Several modest contrasts between the two entities reside in the relationship between board and staff. Many nonprofits are small organizations, with the staff being only one or two organizational levels below the board.
Peter Rinn, Breakthrough Solutions Group, published a list of weak nonprofit board practice. Following are some of the items listed and my estimation of what can be done about them, based on my experiences as a nonprofit board director, board chair and consultant.
Simply having board meeting contact with directors isn't sufficient for a 21st century nonprofit CEO. Following are three professional approaches the CEO can take for developing better communications with board members.
The key to long-term success for a nonprofit board is to seriously evaluate business plans on a regular schedule, even if a status quo plan is desired. However, there are some alternatives that can be developed if changes are needed.
Money is not the root of all evil. Money is the mother's milk of nonprofit organizations. So why are your board members afraid to talk about milk? Try these three tips to make it easier for your board to engage in fundraising.