How is trust developed between the nonprofit board chair and the chief executive?
By Eugene Fram
First, in order to maintain trust between the board chair and CEO, the chair must be certain that the evaluation of the organization and the performance evaluation of the CEO are inclusive, i.e., cover a balance of the most relevant outcomes. Otherwise, the evaluation outcomes have the potential to damage the trust relationship that’s necessary to drive organizational growth. (more…)
Who in a nonprofit organization is responsible for fund-raising? Should the CEO follow or lead the board?
By Eugene Fram
The CEO is the advance guard when it comes to fund-raising. First and foremost, he/she has to be alert to all places where the CEO can raise funds on his/her own initiative. (more…)
Can a board member ever hold a staff position in the same nonprofit organization?
By Eugene Fram
Sometimes a board member acts not as a director but as a different kind of volunteer. For example, Director Z has a particular accounting skill and wants to utilize it to help the nonprofit. The CEO agrees.
In this instance the board member is not a board member, but a volunteer working under the direction of the CEO. This distinction is easy to understand if you think about the example of a Boy Scout leader who also serves as a board member on a Boy Scout regional council. As scoutmaster, he follows scouting guidelines and directives provided by the organization’s professionals. As a council director, he helps to set policy for the Scout movement in the geographic area. In only one instance does he act as a director.
Whether or not he/she should receive a payment for the work is subject to various state law nonprofit laws and approval of the board.
Source: Policy vs. Paper Clips, Third Edition, 2011, pp.231-232.
How does a president/CEO turn down advice about operations or internal structure from the board.
by Eugene Fram
With difficulty. It all depends on the type of culture that has been established by the board. Ideally, the president/CEO should be comfortable saying, (more…)
The Special Relationship:
Nurturing the CEO-Board Chair Bond
By Eugene Fram
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. One problem is that (more…)
YOUR DYSFUNCTIONAL NONPROFIT BOARD – WHAT TO DO
Is your nonprofit board operating on two cylinders instead of six cylinders
needed for our current turbulent economic times? The updated and expanded third edition of Policy vs Paper Clips (http://policy-vs-paper-clips.com) on nonprofit governance is one vehicle to help a board to remedy this operating gap.
Thousands of nonprofit executives and board members, by reading the first two editions, have: (more…)
Contents of “Policy vs. Paper Clips” – Third Edition (See Amazon Books)
The book is about developing a governance model which is professional, flexible, and efficient, has a simple structure (3 standing committees), requires a secure chief executive, (more…)
Dr. Eugene Fram is a pioneer in the nonprofit governance arena. Before John Carver or the folks at Board Source or pretty much any of the folks thinking and writing about nonprofit board governance, there was the illustrious Eugene Fram.
So, I’m anxiously awaiting the 3rd edition of Policy vs. Paperclips and sight unseen I am willing to say (more…)
What’s in a Name? Benefits of the President/CEO TitleInsights into Nonprofit Governance and Nonprofit Management
THIS BLOG CONTINUES TO BE THE MOST WIDELY VIEWED BLOG,BOTH DOMESTICALLY AND INTERNATIONALLY
Over the last 100 years, senior managers of nonprofits typically have held the executive director title. For about the last 30 years, (more…) |
Nonprofit strategic plans are most vulnerable not in their development, but in their implementation. And implementation often hinges on some measurable indication of progress. (more…)
Nonprofit Management 