Being transparent gives current and would-be supporters an idea of how your org is doing. Here’s how to put transparency into practice.
Mike Burns
Most nonprofit governance is transactional by nature. Here’s why transactions are best when board members’ relationships are strong.
Advocacy and education are integral to nonprofit board decision-making. Here are some steps your board should proactively be taking.
How much information do nonprofit board members need to do their jobs? Your board should have information in these three areas.
Nonprofit executives and board chairs may get frustrated with their board members’ performance. Here are six ideas to see improvement.
Board meetings usually follow a stringent order, but here’s an approach that fits organizational needs and generates board enthusiasm.
An annual board assessment can help a board identify ways to fulfill fiduciary duties. Here’s how to make this process a success.
Board chairs can often feel like it is just them running the show. Here are some approaches to make sure the board chair is supported.
Here are three tips to produce a better outcome after rejecting a board member — for both the rejected candidate and the nonprofit.
As boards become more diverse, ensuring that members are fully and meaningfully welcomed, oriented and engaged should become a bigger priority for nonprofit boards, too. Here are seven common-sense suggestions to improve your board’s engagement and inclusion efforts.
The relationship between a nonprofit board and the CEO/executive director is frequently referred to as a partnership. Most governance literature cites that the board and executive partnership is a goal where there is a clear distinction between the roles and a relationship that is equal and balanced.
Boards may improve their understanding of and effectiveness as a body by developing their own board totem pole process.
Numbers are a dominant question when it comes to designing an effective board. This list highlights the challenges that come to mind.
Throughout the nonprofit sector, there is significant activity around building a board that is inclusive and reflects the constituency of each nonprofit. The end result: more effective services. But recruitment is just the first step in achieving these outcomes. One tool that can help: The Theory of Change.
A new executive, and hopefully every nonprofit employee, often consumes a large part of their first day of employment in the human resources office being onboarded to the proper processes and rules of the organization. But what if, for CEOs in particular, a bit more ritual was added?
