board of directors – Page 2 – Wishnick & Associates

Executive Transition: Cautionary Tale #1 – Settling for Less

This post is the first of two that discuss what can go wrong when hiring a nonprofit executive.This month I’ll talk about what happens when a board of directors settles for less and the downside of fatigue with the process. Next month I’ll discuss what can happen when a board member undermines the transition process.

Hiring a nonprofit executive is too important to do with anything but the utmost of care. Even with strong planning something can go wrong. That’s real life. What is truly unfortunate is when an executive transition is not successful when, with more attention to the […]

Happy Fiscal New Year – a New Beginning

The start of the fiscal year, even if not recognized with champagne and fireworks, often signals new beginnings. In the months and weeks leading up to July, there is often a burst of activity in nonprofit organizations. Nonprofit executives and their boards of directors create and ratify new budgets. Perhaps the governance or nominating committee puts forth a slate of new directors, and even officers stepping into leadership roles. In some years there will be a new board chair, in other years a board chair may be considering how to have an impact during the final year in office.

Here are some manageable and worthwhile fiscal New Year’s resolutions to […]

At the Threshold of a Leadership Transition: What’s on the Other Side?

Consulting with nonprofits on strategic planning and organizational development, I’ve seen how succession planning has emerged as a very important task for the board and executive leadership. Succession planning involves developing talent within an organization to assume higher levels of responsibility, as well as identifying a plan for seamless continuity when the executive director/CEO leaves.

When an organization has a succession plan in place, stakeholders tend to feel confident that come what may, they will be prepared. In reality, however, when a nonprofit board of directors is faced with an executive leadership transition, they cross a threshold into uncharted territory. […]

A Case Against Playing Good Cop, Bad Cop with the Board

Bad news is a fact of life, including organizational life, and it can be difficult to deliver. There are times, for example, when budgets are tight and the staff needs to be cut, is asked to take voluntary furloughs, or must accept delayed paychecks. Or, services or hours of operation need to be cut back.

It can be tempting to blame these unpleasant decisions on the board, since the board may be a mysterious, unseen reality that staff rarely encounter.

But avoid this temptation. Don’t throw your board under the bus when you have to deliver bad or disappointing news to your staff. Own being the executive leader – the good […]

5 Ways to Shake up Your Board Meetings

We all know the feeling: The essential but sometimes routine business that makes up the board meeting agenda can sap board members’ energy. Before you know it, board members are looking at their watches, thinking about their next meal, and planning their great escape. This doesn’t have to happen! Break the tragic cycle of board meeting monotony with these 5 ideas.

1. Keep the Mission Front and Center

Encourage your board to connect the work they do with the organization’s mission. Your mission is at the heart of what staff and executive leadership do every day, but it’s easy for board members, who may have only occasional contact with the organization, […]

Don’t Miss Out: Why You Need to Engage Diverse Stakeholders in Strategic Planning

One of the most interesting and meaningful steps in the strategic planning process is engaging stakeholders, both internal and external. The insights you gain by eliciting a range of perspectives about your organization contributes to the creation of a high-impact strategic plan.

Who Are Your Stakeholders?

Internal stakeholders – namely, the board of directors and staff – have an intrinsic interest in the success of the organization they know so well. Each of these stakeholders has a unique and central voice in the planning process.

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