Without meaning to, many nonprofits put their boards on imaginary pedestals, which leaves many employees — especially new employees — unsure about how to approach board members. This compilation of FAQs helps explain the intricacies (and the benefits) of the board–staff partnership. (BoardSource)
Board-Staff Interaction: What’s Acceptable, What's Not? You Ask, We Answer
Boards are not — and should not — be static. To be effective, they must change and evolve as their organizations change and grow. Many years ago, Karl Mathiasen III wrote a paper for BoardSource in which he identified three different and quite distinct types of nonprofit boards that develop as their organizations grow and change, including
What Goes into a Board Manual? - The foundation of a committed, knowledgeable, and effective board is orientation and education. As an essential companion to orientation and education, every organization should have a thorough, easy-to-use manual that board members can use throughout their terms. (BoardSource)
The primary goal of emergency succession planning is to prepare an organization for the unplanned absence or departure of a key manager. Nonprofit organizations can adapt this sample emergency backup succession plan (Raffa, formerly TransitionGuides) for appointing an acting executive director, president or chief executive offider in the event of an unplanned leave.
Board evaluations of executive directors (CEOs) are different from all other performance evaluations in an organization. This difference – especially the limited ability of board members to observe the executive – represents many of the primary reasons why 45% of executives have not been reviewed in the previous year according to CompassPoint's "Daring to Lead" 2011 study.
This 2004-2008 series of publications on executive transition management was funded in part by the Casey Foundation and the Evelyn and Walter Haas, Jr. Fund. It features ten reports on topics related to leadership change--using interim directors, "founder's syndrome," how boards can be proactive, and more.
In the Common Ground article, Build a Fundraising Committee to Succeed, you'll find pro tips for organizing a team of volunteers that not only raise funds but also raise resources for your mission.
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The board and staff responsibilities chart is meant to help guide nonprofit board and staff as they determine who’s involved in various activities of governing and managing the organization. You may adapt to fit your organization's needs.
From an executive director: "The board is micromanaging. They're driving me crazy!” And from a board member of the same organization: "Every time we make a suggestion, the executive director accuses us of micromanaging. Aren't we supposed to be guiding and leading?"
When are board members governing, and when are they micromanaging? The guidelines in this article from Common Ground may be of great help.