Consistency

A Special Relationship: Nurturing the CEO-Board Chair Bond*

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A Special Relationship: Nurturing the CEO-Board Chair Bond

By Eugene Fram              Free Digital Photo

Viewer Favorite – Updated & Revised

Here are tips to assure the best possible partnership between the board chair and CEO.

Keeping boards focused on strategic issues is a major challenge for nonprofit leaders.  This leadership crisis is intensified by the fact that board chairs tend to have short terms (according to BoardSource, 83% stay in office only one or two years). Thus, nonprofit CEOs  and board chairs need to bond quickly. For the good of the organization, they must come together swiftly and create a partnership that works. Here are golden rules for the CEO and board chair to follow: (more…)

Maintaining World Class Integrity in a Nonprofit Boardroom: Guides for Action

Maintaining World Class Integrity in a Nonprofit Boardroom: Guides for Action

By: Eugene Fram

There is little question that boards have overall responsibility for ensuring a nonprofit’s integrity. Take, for example, the case of a nonprofit where the former executive director and a board member conspired to steal $4 million of the organization’s funds. While the board did operate within its fiduciary duties and had no personal liabilities, an attorney in the case reported: This does not prevent a state’s attorney from laying blame on the board, however. Although there may be no personal financial loss, the board its individual directors and the organization can suffer significant repetitional loss when integrity issues arise. http://bit.ly/REmSoC (more…)

NONPROFIT BOARD RELATIONSHIPS – BOARD MEMBERS & CEOS INVOLVEMENT WITH FUND-RAISING.

 

Should All Board Members Be Required to be Directly Involved With Fundraising?

By Eugene Fram          Free Digital Image

Based on my experiences, it should be those who have successfully done it previously  or are willing, with some coaching, to try it.  However, board members also need to maximize their colleagues’ contacts.  That may involve teaming someone who does not usually get involved in fundraising with an experienced hand,  especially if the inexperienced person knows a potential donor.

The CEO will also need to be an assertive leader when it comes to fundraising, but all board members will need to play sone supportive role.  Neither board members nor CEOs can abdicate their fundraising roles.

Everyone on a nonprofit board should make an annual contribution. This is often managed through a Give and Get Policy. *  Certainly, the amount depends on each director’s personal situation, but even a token amount or other contribution is significant.  When developing funding grant proposals for foundations or corporations, 21 century funders often want to know whether or not all members of the board are are behind the organization in some personal manner.

*https://www.amyeisenstein.com/set-give-get-policy-for-your-board/