- Each party may occasionally step on the other’s toes
- Over aggressive directors can go too far
- There must be a fair but robust CEO evaluation process
- Does the board provide growth opportunities for the CEO?
Click link for insights: goo.gl/akvlE7
Nonprofit board stucture
Getting The Most From Your Nonprofit Board
From: Tony Martignetti–Nonprofit Radio Free Digital Photo
Thanks to today’s guest 10/28/2016, Eugene Fram, professor emeritus at @Rochester Institute of Technology, and author of “Going For Impact: The Nonprofit Director’s Essential Guidebook.” Let’s takeaway!
- strive for excellence; your board & CEO should avoid mediocrity
- avoid excess deference to CEO, board chair & major donor board members
- be explicit about board members’ responsibilities & expectations, don’t turn it into into legalese
- bad news must rise to management & the board
- have a vibrant recruiting process, don’t dumb it down
- your board’s most important job is hiring and overviewing the CEO and developing robust assessment processes
- develop high levels of trust between Board-Management-Staff
- understand the big differences between outcome and impact.
- so much more, listen!
http://podcast.mpgadv.com/2016/10/313-get-the-most-from-your-board-tony-martignetti-nonprofit-radio/
A Special Relationship: Nurturing the CEO-Board Chair Bond*
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…)
Better Board Governance. Is it the same for both business & nonprofit organizations?
Better Board Governance. Is it the same for both business & nonprofit organizations?
By: Eugene Fram Free Digital Photo
Viewer Favorite: Updated & Enhanced
Both BoardSource in 2015 and the Charted Global Management Accountant (CGMA) in 2012 have issued reports on improving board governance. The former group focuses on nonprofit boards and the latter focuses on business boards globally.* Both the nonprofit and business organization reports listed the following prime areas for board improvement or focus: The CGMA report called for improved strategy development & risk analysis; better boardroom behaviors; better relationships between board & management. The BoardSource report asked for improved focus on strategy, with much less emphasis on operations; more board commitment, engagement, & attendance; better self-assessment, recruitment & development.
Although the CGMA report does not differentiate the types (strategic vs. operational strategy) the “risk oversight” notation can indicate there is a need for greater board focus on long-term strategy. For nonprofit boards, the strategic side of planning is often neglected. There has been a decades-long board culture support for directors’ involvement in operational decisions, often leading to board micromanagement and less strategic interest.
Common Practices Nonprofit Boards Need To Avoid
Common Practices Nonprofit Boards Need To Avoid
By: Eugene Fram Free Digital Photo
Viewer Favorite: Revised and Updated
Peter Rinn, Breakthrough Solutions Group,* published a list of weak nonprofit board practices. 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.
• Dumbing down board recruitment.Trumpeting the benefits and not stressing the responsibilities of board membership.
Board position offers frequently may be accepted without the candidate doing sufficient due diligence. At the least, the candidate should have a personal meeting with the executive director and board chair. Issues that need to be clarified are meeting schedules, “give/get” policies and time expectations. In addition, the candidate, if seriously interested, should ask for copies of the board meeting minutes for one year, the latest financials, and the latest IRS form 990.
Improve Your Nonprofit Director Onboarding Process
Improve Your Nonprofit Director Onboarding Process using Going For Impact
New guidebook covers
What to Know, Do and Not Do
As a veteran director with extensive experience on 12 nonprofit boards I have been “treated” to a wide variety of on-boarding sessions for new directors.
They’ve ranged from asking:
- Every new director to read a 2.5 inch policy manual. (I checked the size!)
- Having experienced board members sit next to new ones at meetings.
- Listening to the CEO review the entire policy manual.
Going For Impact: The Nonprofit Director’s Essential Guidebook lets you improve such sessions by making on-boarding governance material more meaningful and interesting. For example:
- Use the book’s 150-item Index Strategically: Ask new directors to read specific topics (e.g., micromanaging; outcome vs. impact data; responsibilities of the board) and relate the readings to their new board.
- Select Key Chapters in the Book: Choices include topics such as Nonprofit Culture Presents Challenges or There’s a Boundary Line That Shouldn’t Be Crossed. Then later – in either formal or informal sessions – have the CEO and/or board panels discuss the topics with the new directors.
- Give All New Directors a Copy of the Book: Ask them to skim or read the book’s content, which encompasses 112 pages, and list topics of greatest interest. Then hold three or four informal on-boarding sessions, led by experienced directors that relate to the selected topics.
Going for Impact can also be utilized by creative boards and CEOs to develop retreat agendas that can help enhance their board’s governance perspectives!
“Going for Impact” ©2016 https://goo.gl/Dwa9le
Establishing Effective Nonprofit Board Committees – What to Do.
Establishing Effective Nonprofit Board Committees – What to Do.
By Eugene Fram
Updated & Revised.
Following are ways that many nonprofit boards have established effective board committees using my governance model as described in the third edition of Policy vs. Paper Clips.
• In the planning effort, focus board personnel and financial resources only on those topics that are germane to the organization at a particular time. For example, financial planning, long-range planning or short-range planning. However the board needs to be open to generative planning if new opportunities present themselves or are developed via board leadership. (more…)
Nonprofit Board/Staff Relationships: An Uncomfortable Partnership?
Nonprofit Board/Staff Relationships: An Uncomfortable Partnership?
By: Eugene Fram
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. (more…)
Should Mature Nonprofits Allow Board Micromanagement?
Should Mature Nonprofits Allow Board Micromanagement?
By: Eugene Fram
Viewer Favorite: Updated and Enhanced
Accepted View of Micromanagement: “…Directors spend more time with the details of the operations instead of planning its short-term and long-term growth strategies. …
(http://linkd.in/1q84pMm)
The Need for a Micromanaging Board
Board micromanagement is an appropriate approach when a nonprofit is in a start-up stage. Financial and human resources are modest, and the volunteer directors must assume some responsibilities normally executed by compensated staff. The chief executive often has managerial responsibilities as well as a list of clients to service. It is not unusual to promote a person who is only familiar with direct service to become the first chief executive of the organization. In turn , this neophyte manager has to depend on board members for managerial counsel and direction. A culture of board dependency is created out of necessity.
Once Again! What Does Nonprofit Board Oversight Mean?
Once Again! What Does Nonprofit Board Oversight Mean?
By: Eugene Fram
Updated & Revised
I have a daily (7 days a week) subscription to Google Alerts on “Nonprofit Management” and “Nonprofit Governance.” Every week, three or four nonprofit case stories surface, in these listings, related to inadequate oversight by nonprofit boards of directors. Many of the cases result six or seven figure dollar losses to the nonprofits. Following is my personal list of what reasonable board oversight means to attempt to help nonprofit boards of directors to avoid such losses. (more…)
Nonprofit Management 