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.
Iget a little uncomfortable when someone asks me to be on a board that is mostly white, seeking racial diversity by saying, “We need to have an African American on the board.” Because that question tells me they may have expectations about my experience, my skills, my networks, and my access to resources that may not be accurate. If you know me, and you know what I can and can’t do, and you’re asking me to be on a board knowing that, then I feel more comfortable with the invitation. I understand the power of allAfrican American boards. For one board I joined, I walked into a high
When board nominations come around, nonprofit leaders often ask, "Who do we know?" However, there are better ways to connect with community leaders, introduce them to your organization, and lay the groundwork for getting them involved with your organization. Creating a Blue Ribbon Nominating Committee is one way. (North Carolina Center for Nonprofits)
This guide outlines the steps and stages of a well-conducted search for a new CEO or Executive Director, as experienced by BoardWalk Consulting, a national executive search firm that specializes in recruiting CEOs and senior leaders for nonprofits and foundations. (BoardWalk Consulting)
Do you know the proper terminology for nonprofits and boards of directors? The glossary contains important terms that will help you navigate your responsibilities as a board member. Learn more about essential documents used by nonprofits such as articles of incorporation, Form 990, and the difference between a mission and vision statement; legal obligations for board members including conflicts of interest; and governance committees, executive committees, and more common committees within boards of directors. (BoardSource)