Spencer Stuart, an international placement firm, recently asked 500 directors who serve on for-profit boards to name the top factors that would reasonably improve their board experience. Their answers also resonate in the nonprofit arena.
Transforming your life involves going beyond the way you live, co-creating a better life for yourself, and changing the way you live. You do this by using your thoughts, visualization, words, faith, actions, or a combination of them.
The absence of a strategic planning process endangers a nonprofit's future growth and stability. Making that process a priority in nonprofit board operations involves selecting and training board members to appreciate its importance to the ongoing success of the organization.
Strategic planning is essentially making the tough decisions on where to invest your business's resources (money, staff time, staff focus, customer attention) and where you won't invest your business's resources. Here are 10 tips to do it better.
We've all been there. Things are running smoothly, then whack, seemingly out of nowhere you get hit over the head. You lose your job, your competition takes away your best business or someone in your personal life drops a bomb on you.
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.
There are times when the governing body of any organization may appear to be "broken." The directors, whether for profit or nonprofit, may be polarized -- progress is stunted -- apathy and confusion replace purpose and efficiency.
How to bring about organizational change is one of the chief challenges of my own consulting clients, so I sat down with Jake Jacobs recently to get his take on how to be an effective change agent, and how to facilitate positive organizational change.
Strategy applies equally well to both business and our individual lives. Research indicates that most businesses fail to hit their goals due to poor strategic planning. It is the No. 1 reason for business failure.
There's an ambient contradiction in your desire to make your deliberations candid, open and egalitarian while at the same time insisting on serving as the head 'traffic cop' who just happens to have the biggest title in the room.
How about the times you failed on your way to the top and how those situations taught you to do it better? How about the times you said 'no' when you should have said 'yes' to a business deal or a decision of profit building potential?
Nonprofit organizations are a lot more like businesses than one might think. There really is a bottom line, for example. It is achieving the results the organization is funded for and achieving the financial results that are set by the board annually.