Board Engagement Workshop FINAL
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This document discusses board engagement and its importance for non-profit organizational success. It contains interviews with leaders from various organizations who believe that board engagement is crucial. When board members are familiar with the inner workings of an organization, they can make responsible decisions. However, some boards try to take on too many roles like micro-managing projects as well as setting policy, which can lead to failure. Strong board engagement comes from identifying each member's strengths and enhancing them. If an organization could increase its board engagement score by 1-2 points, it could mean diversifying revenue streams and elevating their brand. The connection between board engagement and strategic planning is also important for organizational success.
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![A Conversation about Board Engagement:
How does it drive non-profit organizational success?
[Organization Name]
[Date]](https://image.slidesharecdn.com/f197a166-f5c9-4013-a0b4-e7a640e226c7-160303123019/85/Board-Engagement-Workshop-FINAL-1-320.jpg)
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Strategic Succession Planning | DDJ Myers
The document provides an overview of strategic succession planning presented by Deedee Myers. It discusses best practices for succession planning at multiple levels including the board, CEO, executive roles, and managers. It emphasizes the importance of evaluating the board and having necessary conversations. Integration of board and CEO succession planning is highlighted. Outcomes of effective succession planning include increased capacity, opportunities for high potentials, and improved employee morale.
TheUltimateGuideToBuildingYourBoard
This document provides guidance on building an effective nonprofit board of directors. It discusses recruiting board members who are passionate about the organization's mission and have relevant skills and networks to contribute. The document recommends interviewing prospective board members to assess their fit and asking them about their qualifications, concerns, and expectations. It also suggests onboarding new board members through an orientation, matching them with a mentor, and providing a handbook to educate them. The overall message is that intentional efforts to recruit and onboard the right board members are crucial to a nonprofit's success.
Chapter FourWhat Differentiates Great VirtualTeams — How.docx
Chapter Four
What Differentiates Great Virtual
Teams — How to RAMP Up Your
Team’s Performance
‘‘Globally linked virtual teams will transform every
government and company in the world. Any of our
peers who don’t do it won’t survive.’’
— John Chambers, CEO, Cisco1
What Differentiates Top Virtual Teams?
If you’ve spent any time looking for information about virtual
teams, it’s likely you haven’t come up empty-handed. Still, while
there are numerous articles presenting tips and best practices
for virtual teams, there’s little information out there on what
makes top-performing virtual teams so successful. For example,
you probably won’t find much information on what practices
differentiate high-performing virtual teams from those that are
less effective.
The dearth of information on this topic led OnPoint to
conduct a global research study. As part of our research, which
included forty-eight virtual teams of varying levels of effec-
tiveness, we identified five practices and characteristics that
differentiate the highest and lowest performing virtual teams.
These differentiators — commitment and engagement, shared
processes for decision making, information flow, trust, and
collaboration — are the most important components of optimal
virtual team performance.
51Lepsinger, R. D. D. (2010). Virtual Team Success. Hoboken: Center for Creative Leadership. Retrieved from
http://ebookcentral.proquest.com/lib/apus/detail.action?docID=589145
Created from apus on 2017-02-27 21:16:30.
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52 VIRTUAL TEAM SUCCESS
Differentiator 1: Commitment and Engagement
In our study, we found that members of high-performing virtual
teams are more proactive and engaged and also demonstrate
higher levels of initiative. When assessed on the item, ‘‘This
team demonstrates a high level of initiative,’’ high-performing
teams in our study received an average score of 3.60 (on a 4-point
scale where 1 = strongly disagree and 4 = strongly agree) versus
an average of 3.06 received by low-performing teams.
The low-performing teams’ poor score isn’t necessarily sur-
prising. People are often on numerous teams in addition to their
day-to-day work, and it can be challenging to manage all the
competing demands. However, it seems those on top-performing
virtual teams are more motivated to go ‘‘above and beyond’’ — to
do more that what’s required to achieve team success.
Team leaders also play a role in commitment and engagement.
Effective leaders inspire their teams and have processes in place
that help them regularly monitor members’ motivation levels.
This leadership practice is especially important when teams work
together over a long period of time, as members can become
disengaged and may lose interest.
Even though the majority of virtual teams had someone
assigned as the team leader, members on the high-performing
teams proactively t ...
The Company Secretary: Building trust through governance
The Company Secretary: Building trust through governanceInstitute of Chartered Secretaries and Administrators
This document summarizes the key findings of a 2014 study on the role of the company secretary. The study found that the role has become more strategic and adds significant value through facilitating effective decision-making and governance. Company secretaries are well-positioned to align interests and enable holistic decisions due to their knowledge of boardroom dynamics and processes. For maximum effectiveness, the secretary's reporting line should be to the chairman and they must maintain independence while managing relationships. The role is evolving to meet increasing governance demands and expectations.Strategic Fund Development
This document outlines how developing a strategic plan can help propel fundraising efforts for an organization. It discusses best practices for the strategic planning process, including involving internal and external stakeholders to provide input. A strong strategic plan will lay out the organization's direction and needs, creating a clear case for supporting the organization's mission and goals.
The Five Levels Of Leadership Essay
The document discusses the five levels of leadership. Level one is leadership from position, where people follow due to one's job title and authority. Level two is leadership by permission, where people follow due to respect and trust. Level three is leadership by production, where people follow due to what one has done for the organization. Level four is leadership by people development, where people follow due to what one has done for them personally and professionally. Level five is leadership by personhood, where people follow due to who one is and what one represents.
Preparing for the Future: Tools for Early Career Executive Directors/Assistan...
NADO’s research has shown a trend in executive director retirements within Regional Development Organizations (RDOs), which is not too surprising given the sheer number of baby boomers that are considering retirement in the near future. As today’s executive directors start to plan for their departure from their organization, there is a class of deputy or assistant directors in the wings ready to take on the challenges and opportunities that leading an RDO presents. This presentation by Dr. Monica Scamardo at the 2015 NADO Annual Training Conference will help emerging executive directors (those that have held the position for three years or less as well as those deputies that are gaining the needed experience to run an RDO) identify the characteristics of a strong and successful executive director and help them develop a strategy for assuring they become one in the future.
Nonprofit HR & BoardEffect Webinar: Executive Succession
What to do if your CEO is leaving, or how to plan when they do. A session on executive succession planning for nonprofits.
Deliberating Differently in the Boardroom
A presentation about how the board might think - and deliberate - differently in the boardroom. Presented at BoardSource BLF.
Similar to Board Engagement Workshop FINAL (20)
Please Follow directions or I will dispute!Please answer origi.docx
Please Follow directions or I will dispute!Please answer origi.docx
Administrative Cohort Implementation Case Study 2021
Administrative Cohort Implementation Case Study 2021
33 Principles in 33 Minutes: Guide to Good Governance
33 Principles in 33 Minutes: Guide to Good Governance
Joining a Nonprofit Board - All Your Questions Answered by BoardAssist
Joining a Nonprofit Board - All Your Questions Answered by BoardAssist
Chapter FourWhat Differentiates Great VirtualTeams — How.docx
Chapter FourWhat Differentiates Great VirtualTeams — How.docx
The Company Secretary: Building trust through governance
The Company Secretary: Building trust through governance
Preparing for the Future: Tools for Early Career Executive Directors/Assistan...
Preparing for the Future: Tools for Early Career Executive Directors/Assistan...
Nonprofit HR & BoardEffect Webinar: Executive Succession
Nonprofit HR & BoardEffect Webinar: Executive Succession
Board Engagement Workshop FINAL
- 1. A Conversation about Board Engagement: How does it drive non-profit organizational success? [Organization Name] [Date]
- 2. 2 When we say the words “board engagement,” what does that mean to you? Starting the Conversation
- 3. The Interview Process 3 “To me, board engagement means that the people on the board are familiar enough with the inner- working of the organization to responsibly make decisions.” -Board chair of a local organization
- 4. Key Interview Data Points 4
- 5. Key Interview Data Points, continued 5
- 6. 6 On a scale of 1-10 with 10 being “great,” how engaged is your board?
- 7. Roles and ResponsibilitiesRecruitment Participation and Recognition Best Practices 7 “A willing heart and helpful hands are all you need” - Board chair of a local organization “Normal boards set policy and regulate the organization. We are different – we also micro- manage projects. We are setting ourselves up for failure because we don’t have time for both.” - President and board chair of a local club of an international organization “We engage our board by identifying the strengths of each individual and enhancing those.” - Executive Director of a local organization
- 8. Connecting the Dots to Organizational Success 8 “If we could move our board engagement score by 1 or 2 points, it would mean diversity of revenue streams and would elevate the brand.” - Executive Director of a national organization Continuing the Conversation
- 9. The Connection to Strategic Planning 9
- 10. 10 If you could move the board engagement score by 1 or 2 points, what would be the value to your organization? Join the Conversation!
- 11. Springboard International 13909 Valley Country Drive Chantilly, VA 20151 703-961-9595 info@springboardintl.com www.springboardintl.com