Nonprofit board communcations

Beyond the Bylaws: A Clarification of Nonprofit Board Responsibilities

 

Beyond the Bylaws: A Clarification of Nonprofit Board Responsibilities

Viewer Favorite–Revised and Updated

By: Eugene Fram

A nonprofit director’s duties may be much more difficult than those of a for-profit board member. Both types of directors have the same basic duties: fiduciary responsibilities; establishing, with staff input, mission vision and values; setting policies/strategies; over-viewing outcomes/impacts and conducting annual meetings.

I suggest nonprofit directors may not be fully addressing some duties specified in the bylaws and some that are culturally driven. This latter group might be called “latent duties.” (more…)

More Than Passion Needed in Prospective Nonprofit Directors

(Free Digital Image)

More Than Passion Needed in Prospective Nonprofit Directors

By: Eugene Fram

What nonprofit selection committee would reject a candidate who demonstrates passion for the organization’s mission?   I can attest to the fact that in many recruitment processes, an interviewee who shows strong empathy for the cause is a “shoe-in” for the director position regardless of any obvious weakness in other skill areas. By contrast, one who appears ambivalent about the organization’s mission can be overlooked or even eliminated from the list. (more…)

Questions For Nonprofit Board Meetings—And Why They Are Needed

Questions For Nonprofit Board Meetings—And Why They Are Needed 

My greatest strength as a consultant is to be ignorant and ask a few questions. – Peter Drucker 

 

By: Eugene Fram 

Knowing the right questions to ask at a nonprofit board meeting is a critical part of a board member’s responsibility. Following is a list that, as a nonprofit director, I want to keep handy at meetings. * I also will suggest why I think each is important in the nonprofit environment. Compliance and overviewing management alone do not guarantee success.   (more…)

Raising the Bar for Nonprofit Board Engagement

Raising the Bar for Nonprofit Board Engagementid-100404653

By Eugene Fram                            Free Digital Image

It’s no secret that some directors cruise through their term of board service with minimal involvement. McKinsey Company, a well-known consulting firm, has suggested five steps that can be used to counteract this passivity in for-profit boards. * With a few tweaks, McKinsey suggestions (in bold) are relevant to the nonprofit board environment where director engagement is often a challenge.

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The Nonprofit Board’s New Role In An Age of Exponential Change

 

 

 

The Nonprofit Board’s New Role In An Age of Exponential Change

By Eugene Fram                 Free Digital Image

Most nonprofit boards are being faced with huge pressures—reduced financial support, challenges in integrating new technologies, and difficulties in hiring qualified personnel at what are considered “nonprofit” wages. To survive long term, directors need to be alert to potential opportunities. These may be far from the comfort zones of current board members, CEOs and staff. (more…)

How Prepared Are Board Members for the Challenges of the Nonprofit Culture?

 

 

 

 

 

How Prepared Are Board Members for the Challenges of the Nonprofit Culture?

By: Eugene Fram        Free Digital Image

Viewer Favorite–Updated & Revised

Given that the typical tenure of a new board member is six years. And assuming that a new director’s intention is to make his/her unique contribution to the organization’s progress before he rotates off the board and is supplanted by another “new” director. With these factors in mind, I estimate that many volunteers enter the boardroom with little understanding of nonprofit culture. Even those who have served previously on business boards may initially spend valuable time in accommodating to the nuances of nonprofit practices and priorities before being poised to make contributions to the “greater good” that nonprofit create.  Nonprofits have a way of acculturating new board members to current culture in steady of allowing the new board member to insert his/h culture into the flow of nonprofit’s stream of ideas.   For example, a financial executive familiar with financial strategy may be asked to assist the  CFO with accounting questions, instead of  being asked to develop a financial  strategy for the organization.  Following are some areas that are endemic to nonprofits: (more…)

What to Expect When The New Nonprofit CEO Is A Millennial!

What to Expect When The New Nonprofit CEO Is A Millennial!

By: Eugene Fram   Free Digital Image

The nonprofit’s CEO, a baby boomer or genXer, is about to retire or leave for another position. The board has engaged a new CEO a millennial person born after 1980. * His/h age is probably late 30s or possibly early 40s. What changes can the board expect from this new professional?

Following are my estimates based on some suggestions from psychologist, Dr. Jon Warner, http://bit.ly/1IFXK7u plus my 10 years experience collegiate teaching millennials. (more…)