Nonprofit board stucture

Business Board Experts Offer Nonprofit Board Gems!!

Business Board Experts Offer Nonprofit Board Gems!!

By: Eugene Fram                                  Free Digital Image

The wise person learns from his/h own experiences. The wiser person learns from the experiences of others

The CEO Forum published an article covering the governance views of five business board members, known for their wisdom and vision.   Following are some of topics in the article that relate to nonprofit boards. * (more…)

More Than Passion Needed in Prospective Nonprofit Directors

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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…)

Nonprofit Board/Staff Relationships: An Uncomfortable Partnership?

 

Nonprofit Board/Staff Relationships: An Uncomfortable Partnership?

By: Eugene Fram   Free Digital Image

Viewer Favorite—Updated and Revised

I have always been of the opinion that nonprofit directors don’t give sufficient consideration to the relationships between the board and staff. The following passage reasserts the complexity of such relationships and why misunderstandings might occur on either side of the fence.

The (nonprofit) governance model is … confounded by the fact that the people with responsibility for oversight, resource generation, and the strategic direction are not the same people who show up every day to deliver the work that fulfills the nonprofit’s mission. …. More often than not, however, the nonprofit board is a bit ungainly and leaves board members and staff alike scratching their heads and wondering how they might fix things so it (the organization) does what it’s meant to do … The challenges are often the greatest for the boards of small to mid-sized nonprofits, where the lines between governance and management seem to be more easily blurred. * (more…)

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…)

Eliminating the Nonprofit Board’s Addiction to Micromanaging

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Eliminating the Nonprofit Board’s Addiction to Micromanaging

By: Eugene Fram

Micromanaging is the DNA of many nonprofit boards. It all starts with the community model culture of start-up periods. Board members have to assume staff roles to drive the nonprofit operations. But it often continues long after an adequate staff is in place. By habit, the board still focuses on operational details—also known as “reviewing the weeds.”   I recently observed a board that was making a policy decision about the change in timing of an annual development event.   Once the decision was made, the directors continued a “weed type” discussion about about table locations, invitations and other issues that were in the job of management to implement. The nonprofit is about 50 years old and has a budget of $10 Million with a 100 person staff. (more…)