Many boards want their CEO to lead the strategic thinking process. It makes logical sense but it is often impractical. [...]
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When the world is in turmoil, we have four choices. Which one will you choose? [...] Sustainability in its simplest from is ensuring a nonprofit will have the strength to continue to serve the community far into the future. Have you thought about how to engage the community in your organization’s sustainability? [...] It makes sense for every leader to have a coach. Who is coaching the senior professional leaders of your nonprofit? [...] The best boards are engaged, deliberative, and forward-looking. Here are ideas to help your board become all that you want it to be. [...] The nonprofit board is responsible for hiring the senior professional. From there a great team develops. [...] Most people acknowledge that boards should think strategically and the staff should think operationally. If that is true, who should do the tactical thinking and what is tactical thinking? [...] The primary function of a board is to make decisions. They should be making decisions that answer questions like: What is the plan? What policies do we need to support the plan? How do we monitor the plan and policies? [...] “When is your next board retreat?” is a question that solicits a variety of answers. For instance, “Everything is going well.” “We had one last year.” “Board retreats are a waste of time.” “They never produce anything worthwhile.” “We never do that.” “We don’t have time.” “No one would come.” [...] It is commonly accepted that boards have four responsibilities. In no particular order, they are goal setting, self-management, monitoring activity, and creating policy. Goal setting is one of the more difficult for boards. They struggle with what kind of goals to set, how far into the future to look, and how realistic to make the goals. [...] |
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