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Recent Posts from the blog

Diversify Your Board

While nonprofits may have a much different endgame in mind than their corporate counterparts, they can glean many benefits by incorporating a more diverse cadre of community members on their board rosters.  The fresh perspectives and experiences that new and different members bring to the table result in organizations that are more nimble, effective, and ultimately better equipped to carry out their mission.

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9 Tenets of Fiduciary Duty as a Board Member

Fiduciary duties, as codified in state law, board bylaws, and common practice, are quite simply a set of rules to ensure that boards are run effectively, lawfully, and with the best interests of their mission in mind.  Here, we’ll look beyond the legal jargon to distill the legal and ethical responsibilities of board members to oversee the management of and ensure accountability to your nonprofit organization. 

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Quorum in Crisis: What to Do When Your Board Can’t Meet in Person

Now is the time for thoughtful and decisive action. But how does your board do this when you can’t physically convene? Hope isn’t lost. Here’s what you need to know to hold an emergency board meeting.

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Is Your Nonprofit Considering a Strategic Restructuring?

We’ll spare you the pandemic intro; we know that nonprofits are acutely feeling the effects of the current financial crisis.  And uncertainty about COVID-19 virology and what a “new normal” might look like is frustratingly confounding. But now is not the time for “magical thinking,” according to a panel of experts recently convened by BoardSource.  We participated in their webcast to learn more about how nonprofits can best navigate the hard decisions ahead.

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Strategies for Handling Difficult Board Members

Think back to the last time you had to (or at least wanted to) confront your boss about micromanaging your work. Now imagine having ten bosses instead of one. You’ve just stepped into the shoes of your nonprofit’s executive director. While we might all like to cast aside the possibility of an overreaching board member in our organizations, even the most well run nonprofit boards will deal with difficult board members at some point. Boards are full of, well, humans, who have a unique set of personal experiences, emotions, and motivations that influence on their job as a director. Sometimes, that can lead to conflict that is uncomfortable, unproductive, and even contrary to the organization’s best interests. 

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The Pitfalls of Delegation (and how to avoid them)

Delegating activities to committees and other qualified individuals can be helpful for nonprofit boards that are short on the time or expertise needed to carry out certain functions. For example, nonprofit boards typically delegate the day to day management of the organization to officers such as the C.E.O./Executive Director. Boards also delegate specific tasks to committees who can devote more time to particular matters.

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