Governing boards are one of the most valuable, yet underutilized, resources available to nonprofit organizations. Required by law to oversee an organization and to advance its mission, the board is uniquely positioned to enhance organizational visibility, effectiveness, and sustainability. This webinar will help nonprofit CEOs and board members, social entrepreneurs, and others who work with boards to build a governing body that performs at the highest level and adds value to the organization.
10. Ongoing training
Formal training w/ staff, consultants
Informal readings and discussion
Access to free resources
Observation of other boards
Conferences
15. Culture
“At the end of the day, just
remember that if you get the
culture right, most of the other
stuff -- including building a great
brand -- will fall into place on its
own.”
Tony Hsieh
18. Culture = Core Values
Deliver WOW through Service
Embrace and Drive Change
Create Fun and a Little Weirdness
Be Adventurous, Creative, and Open-
Minded
Pursue Growth and Learning
Build Open and Honest relationships
with Communication
Build a Positive Team and Family
Spirit
Do More with Less
Be Passionate and Determined
Be Humble
Hiring to Values
Standard interview
Cultural interview
Customer service training
$2K offer to quit
19. Boards Have Culture Too
Relationship with CEO
Interaction among members
Decision-making
Engagement
Use of resources
Adherence to rules, policy
Openness to change
20. How to Build it
Recruit for culture
Develop and display norms
Model behaviors
Create traditions and stories
Link to past board members
Enshrine in policy
Hold accountable
21. The high-performance board, like the high-performance team,
is competent, coordinated, collegial, and focused on an
unambiguous goal. Such entities do not simply evolve; they
must be constructed to an exacting blueprint.
David Nadler
Note: The tips we will discuss are designed to be used by board leadership (officers or committee heads) and CEOs/founders.
We have seen some pretty spectacular governance failures over the past couple of years, examples of boards doing poorly. Of course, not all board fumbles are scandalous. More pedestrian missteps—like consistently hiring the wrong CEO or failing to ask questions about finances—are equally threatening to organizations. Each underscores how critical it is for boards to perform at a high level.
And when they are performing at a high level, this is the secret sauce: The right people doing the right work within an organizational culture with all the right norms and values.
Handbook includes bylaws, policies, most recent minutes, position descriptions, committee charges
High performing boards do the right work well.
Bylaws -Term limits-Board composition-Standing committeesMeetings-Consistent procedure-Formal voting-FrequencyCommittees-Typically: finance, fundraising, programs, governance/nominating-Standard reports and dashboards referencing missionAnnual Calendar-Approved by board-Board meetings-Committee meetings-Program evaluation-Evaluation of leader-Evaluation of board and members-Leadership succession planning
High performing boards do the right work well.
Note about changing board culture: Culture changes slowly over time as influential people begin to act differently. Culture does not change by decree.
Note about changing board culture: Culture changes slowly over time as influential people begin to act differently. Culture does not change by decree.
Culture changes slowly over time as influential people begin to act differently.