Taking Core Values Seriously at the Association Forum of Chicagoland
A couple of months ago I was sitting in on a meeting of the board planning committee and CEO of a large regional nonprofit corporation engaged in regional economic and community development. This was the first of three committee meetings …
Caveat Emptor: an Axiom All Really Board-Savvy CEOs Take to Heart
To judge from participants’ questions during and after the workshop that I presented on September 25 at the American Public Transportation Association Annual Meeting in Nashville, one of the concepts I discussed that struck a real chord was that “board-savvy” …
Thoughts on True Humility and Senator John McCain
Thinking about Senator John McCain this morning – along with millions of my fellow Americans and admirers around the world – reminded me of the critical role that character plays in leadership. Whether one agreed with Senator McCain on one …
Turning Your Board Members Into a Cohesive Governing Team: Part 2
As I noted in the July 25 post at this blog, turning nonprofit boards into really cohesive governing teams is no piece of cake, primarily because of the diverse agendas and differing levels of governing knowledge and experience board members …
Turning Your Board Members Into a Cohesive Governing Team: Part 1
Teamwork in the abstract is neither here nor there for nonprofit and public boards. The only serious reason for developing your board’s teamwork is to help it function as a more effective governing body that gets its governing work done …
Get Your Board-CEO Retreat Right
Retreats have become a popular vehicle for involving nonprofit board members, their CEOs, and executives in accomplishing high-impact governing work that could not be accomplished – at least not as well – in regular board business meetings. Updating a vision …
CEO Dave Genova on Getting Stakeholder Engagement Right at RTD-Denver
You’ll recall that in earlier posts at this blog we’ve defined “stakeholders” as individuals, groups, and organizations it makes sense to build and maintain relationships with because something important is at stake, for example, political and financial support, credibility, image, …
CEO Suzanne McCormick on Getting the CEO-COO Partnership Right at United Way Suncoast
Experience has taught me that no matter how well-designed, the chief executive officer-chief operating officer leadership structure can easily fail. In fact, over my 30 years in the nonprofit leadership business I’ve seen many more CEO-COO duos crash and burn …
CEO Joe Marinucci on Creating the Downtown Cleveland Alliance
In my experience, the nonprofits that thrive and grow over the long run are headed by chief executive officers who devote at least 75 percent of their time on the average to two critical functions: governance – developing and supporting …
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