Welcome to the Wishnick & Associates blog! Please come back monthly as I share thoughts and experiences from my 13 years of work with nonprofit, mission-driven organizations. I’ll be writing about strategic planning, capacity building, executive transition, and boards of directors – lessons learned, effective practices, tips, and advice. My intended readers are nonprofit executives, board members, nonprofit staff (especially those aspiring to leadership roles), and anyone with an interest in myriad organizational issues. Along the way, I hope to pass on a bit of the inspiration I get from my clients. Please let me hear what you think, or if you have particular ideas for a future post … and do share these posts with others who may be interested. Thank you!

 

HALT – So Your Board Members Can be Their Best Selves

During his freshman orientation, my younger son was introduced to HALT – Hungry, Angry, Lonely, Tired – a stress management technique. For entering college students, it was supposed to help them increase self-awareness and understand what was going on with themselves and how this affected their interactions with roommates and others. It was geared to help them from becoming less pleasant versions of their normal selves.

HALT resonates with me. Especially regarding nonprofit boards and board meetings. After all, aren’t nonprofits better served by directors who function at their finest and highest levels?

Don’t Make it Sink or Swim: Orienting New Board Members

Does your nonprofit bring on new board members annually as a class, rather than randomly throughout the year? If they start out together, I commend you for choosing this wise approach. If not, I hope you will consider making a change after reading this.

When we think about it, nonprofit board members have a significant responsibility. Through their leadership, they hold the organization in trust for future generations. Exactly what this means for any organization depends on its life cycle stage and all the factors in play at any given time.

The Essence of Hiring Right: The Key Role of Values and Personal Qualities

Think about the most successful people in your nonprofit. What do they have in common? Now think about those who didn’t succeed and have left your organization. What caused the disconnect?

While it is natural to concentrate on experience and preparation when interviewing candidates, those hiring may overlook the importance of culture and values. I learned the fundamental significance these play in identifying the ideal candidate in my earlier life as an executive search consultant (prior to becoming an organizational development consultant with nonprofits).

The Goldilocks Approach to Meeting Minutes

Why Minutes Are Worth Doing Well

The first time I was chair of a nonprofit board, I realized how important the role of the secretary was, as well as the value of good minutes. As board chair, it was necessary – crucial – to be in the moment, fully engaged with what was happening during the board meeting. The minutes were essential to being able to do that and know what had transpired. Because that board, that year, had the good fortune of having a smart and highly capable secretary who took the job seriously, the minutes were thorough and balanced. Reading them after a meeting allowed me re-live the board meeting and reflect on it. I was able to keep track of actions taken and follow-up work I needed to do or prompt others to do. The minutes pointed out the essential activities of the organization and what the board was doing. The information I gleaned from each month’s minutes became my to-do list and work plan. The minutes focused me by highlighting the things that may have escaped me as I stayed attuned to being in the moment at the meeting.

Onboarding a New Nonprofit CEO – Tools and Activities

You have just hired a new senior executive. Congratulations! Now what?

When the search activities conclude, the transition continues and a well-planned onboarding process is critical. In the best scenario, a transition task force (which might be the search committee) will have contact with the new executive in the period from offer acceptance to first day on the job. Having a plan for this “in-between” time will make onboarding go more smoothly. It will also permit the transition task force to discuss onboarding with the new executive to learn what she/he would like included.

Onboarding a new nonprofit executive may seem daunting. Depending on the size and complexity of an organization, it may be. A nonprofit organization should always have a plan for orienting new staff. For a senior position, it would likely need to be enhanced to match the magnitude of the role. Thinking through the high-level expectations for the new executive leads to a sharp focus on the goals for onboarding and thus, the related tools and activities that are part of it.

Onboarding a New Nonprofit CEO

Welcome to Your (New) World!

It’s 7:00 p.m. on Saturday night. The doorbell rings. You open the door and greet your dinner guests. You say, “So glad to see you! The coat closet is over there (pointing). Make yourselves at home. Just go in the kitchen, I think there’s some wine and some food. You’re smart, I know you’ll figure it out and cook up something. I’m going to run upstairs and take a shower. Back soon.”

It’s difficult to imagine inviting guests over with such little forethought. What would Miss Manners say about this inhospitable “hello”?