Exemplary Boards Have Similar Characteristics
posted on: Monday, January 28, 2008
Exemplary Boards Have Similar Characteristics
By Gary Snyder
We have been monitoring philanthropy for years. We’ve found tremendous amount of good and some troubling issues that the nonprofit sector must address.
In most instances of misdeeds---there are tens of billions of dollars of it---fall on the activities and policies, or lack thereof, of the board of trustees. The board’s bad behavior can be turned into exemplary governance with just a few overarching changes.
There is a common denominator for those boards that lead successful organizations. The most fundamental trait of a winning board is a love and commitment to the mission of the agency. They dearly want the organization to succeed and are willing to go the extra mile to see that it happens.
An engaging board realizes that board encounters are not social events but business meetings. They are meant to be substantive and are dedicated to good financial oversight, program management as well as staff supervision. These meetings encourage dissenting opinions.
Good board governance includes having the skills to engage in oversight of the organization. A board member should embrace and understand financial information. That includes knowledge of budgets, audits and risk management.
The board decision-making is only as good as the information that staff provides you. Therefore staff selection becomes one of the most important tasks the board ever undertakes. A solid relationship between board and staff engenders trust and that is the single most valuable commodity the agency has.
The winning board looks to the future. It focuses on the developing and updating its strategic plan, monitors the agency business plan, seeks sustainability with creative fundraising, and develops and activates a plan for succession of it staff and board leadership.
Of paramount importance is the willingness of the board to be transparent and accountable. Being open with other board members, staff, as well as contributors leads to a sense of comfortableness and thoughtful decision-making.
Skills, openness, positive relationships and forward thinking are all it takes.
Good luck and enjoy!!
Gary Snyder is managing partner of Nonprofit Imperative. He can be reached at gary.r.snyder@gmail.com or 248.324.3700. His website is: www.garyrsnyder.com.
© Gary R. Snyder, All Rights Reserved, 2008Labels: Best Practices
By Gary Snyder
We have been monitoring philanthropy for years. We’ve found tremendous amount of good and some troubling issues that the nonprofit sector must address.
In most instances of misdeeds---there are tens of billions of dollars of it---fall on the activities and policies, or lack thereof, of the board of trustees. The board’s bad behavior can be turned into exemplary governance with just a few overarching changes.
There is a common denominator for those boards that lead successful organizations. The most fundamental trait of a winning board is a love and commitment to the mission of the agency. They dearly want the organization to succeed and are willing to go the extra mile to see that it happens.
An engaging board realizes that board encounters are not social events but business meetings. They are meant to be substantive and are dedicated to good financial oversight, program management as well as staff supervision. These meetings encourage dissenting opinions.
Good board governance includes having the skills to engage in oversight of the organization. A board member should embrace and understand financial information. That includes knowledge of budgets, audits and risk management.
The board decision-making is only as good as the information that staff provides you. Therefore staff selection becomes one of the most important tasks the board ever undertakes. A solid relationship between board and staff engenders trust and that is the single most valuable commodity the agency has.
The winning board looks to the future. It focuses on the developing and updating its strategic plan, monitors the agency business plan, seeks sustainability with creative fundraising, and develops and activates a plan for succession of it staff and board leadership.
Of paramount importance is the willingness of the board to be transparent and accountable. Being open with other board members, staff, as well as contributors leads to a sense of comfortableness and thoughtful decision-making.
Skills, openness, positive relationships and forward thinking are all it takes.
Good luck and enjoy!!
Gary Snyder is managing partner of Nonprofit Imperative. He can be reached at gary.r.snyder@gmail.com or 248.324.3700. His website is: www.garyrsnyder.com.
© Gary R. Snyder, All Rights Reserved, 2008
Labels: Best Practices
posted by Gary at
10:49 AM
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