Nonprofit Capacity Conference How to Leverage Your Board Art Medici, Newport Board Group.
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Nonprofit Capacity Conference How to Leverage Your Board Art Medici, Newport Board Group
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Transcript of Nonprofit Capacity Conference How to Leverage Your Board Art Medici, Newport Board Group.
Nonprofit Capacity Conference
How to Leverage Your BoardArt Medici, Newport Board Group
Agenda
1. Two Primary Types of Boards1. Two Primary Types of Boards
2. Filling the Gaps2. Filling the Gaps
3. Leadership/ Mentoring3. Leadership/ Mentoring
4. Questions and Discussion4. Questions and Discussion
Your Board
What type do you have?
What type do you want?
Traditional vs. Corporate
Board Responsibilities
Setting the strategic direction Approving the strategic plan Approving the budget Setting policies Holding leadership accountable Ensuring long-time viability
Corporate Board
More Professional More Flexible More Efficient
Traditional Board
Agendas that seem endless Committee meetings last for hours Lengthy discussions about minor items Heated exchanges about personnel
How do They Differ?
Board Involvement and Communication
Corporate Traditional
Simplified board structure Complex board structure
Board talent addresses policy Addresses policy and operations
Board uninvolved in operations Staff time required to educate
Staff inputs on key decisions Low value placed on staff input
Clear communications lines Complex communication lines
Board Involvement and Communication
Corporate Traditional
Reduced time to decision Increased time to decision
Hires only the CEO CEO and other staff
Rigorous assessment of CEO Informal assessment of Mngmt
Management of the Organization
Corporate Traditional
Formal structure Less formal organization
Responsibility and accountability Shared responsibility and blame
Builds staff professionalism Staff serves the board
Management flexibility Managers must wait for board
Top Exec can be a risk taker Board and Exec share risk
Orients a strong CEO Allows for weaker top Exec
Management of the Organization
Corporate Traditional
More ad hoc committees Many standing committees
Reduced staff time supporting Staff time spent supporting
Increased focus on productivity More focus on “feelings”
Structure for growth Operating difficulties
Financial Operations
Corporate Traditional
Bottom up budgeting Top Down Budgeting
System of checks and balances Informal checks and balances
Uninvolved in fiscal process Involved in many fiscal processes
Cost effective Not cost effective
Interpersonal Relationships
Corporate Traditional
Trust is critical factor in culture Parent-Child relationship
Exec is voting member Exec not a board member
More effort required to develop Easier because of involvement
CEO is full-time spokesperson Volunteer president is part-time
Corporate titles speak clearly Admin, Exec Secretary lack clarity
Interpersonal Relationships
Corporate Traditional
CEO can overstep boundaries Top Manager’s role well defined
No “End-Runs” of staff to board “End-Runs” are accepted practice
Challenges CEO to maintain commitment of members
Reduces the challenge
What Gaps Need Filling?
Skills Experience Money Diversity Grantsmanship Volunteer Outreach “Headliners”
Mentoring of Professional Staff
Development Coaching Embedding core values Energizing change
Leadership Development
Succession Planning Board Retreats One-on-one engagement
Who got you here, may not get you there
What’s the Difference?
Corporate Traditional
