The document provides guidance for board governance training. It discusses the duties and responsibilities of board directors, including fiduciary duty, duty of care, and duty of obedience. It emphasizes that the board's role is in setting policy and providing oversight, not managing day-to-day operations. The document also outlines different board models, from working boards with no staff to boards that focus on governance with an executive director managing operations. It stresses the importance of establishing clear policies and procedures to guide an organization.
This document discusses improving nonprofit board governance through implementing policy governance. It recommends that boards identify their current type of governance and goals, write down policies in key areas like organizational mission and board operations, and adopt best practices from effective boards. The overall message is that transitioning to policy governance through establishing clear written policies and using best practices can help boards function more effectively and reduce frustrations.
Slides from a talk on how to train and run a non-profit Board of Directors. Focus on non-profits with high board turnover and relatively inexperienced board members.
The Leadership Role of Nonprofit Boardsjoanminasian
Nonprofit boards play a vital leadership role but many are ineffective due to unclear roles and responsibilities between the board and staff, lack of training and education, and insufficient diversity. Effective boards orient new members, provide ongoing training, have diverse perspectives, and foster strong relationships between the CEO and board. To improve governance, boards must define roles, embrace diversity, and focus on ongoing learning rather than looking externally for solutions. Fluid governance models with mentorship and 21st century thinking can help boards maximize their leadership potential.
The document provides information on the roles and responsibilities of nonprofit boards. It discusses that boards have two key roles of legal compliance and adding value to the organization. The board is responsible for providing continuity, selecting leadership, governing through policies and objectives, acquiring resources, and being accountable. Board members should have relevant skills and commit time to meetings, committees, and oversight duties while avoiding conflicts of interest. The board and CEO share some responsibilities like planning and promoting the organization, while operational duties fall more to the CEO and staff. The document stresses the importance of the board focusing on governance rather than micromanaging the day-to-day operations.
When a Board of Directors serves in a governing capacity (e.g. for a non-profit, a public agency, or a corporation), the Board needs to act in certain ways in order to assure high levels of performance throughout the organization. This tool lays out the five habits of high-performing governing boards.
The document discusses how to build a strong and healthy nonprofit board of directors. It explains that people join boards for various reasons like using their skills and talents, contributing to a cause, and networking. Issues can arise when boards are not properly managed, such as lack of involvement in decision making. The document emphasizes defining roles and responsibilities through effective policies and board design that aligns members' expertise with organizational needs. It provides examples of board structures, position profiles, and committee responsibilities to help structure an effective board.
This document discusses how to conduct effective meetings. It begins by defining what a meeting is and explaining that most meetings are unproductive, with people daydreaming or being distracted. It then outlines the costs of unproductive meetings, in both direct financial costs and lost productivity. The document proposes a framework for effective meetings that includes planning the meeting, conducting it, and following up afterwards. Key aspects of planning include defining the purpose and participants, and creating an agenda. Conducting effectively involves outlining goals, managing discussion, and reaching closure. Follow up requires distributing minutes, ensuring commitments are met, and planning future steps. The document also provides etiquette tips for participating in meetings productively.
Sam's performance at work has declined significantly in recent weeks. He has been late to work several times and his productivity has fallen below standards. The counselor calls Sam in for a performance counseling meeting to address these issues. The counselor will review documentation of Sam's poor performance and late arrivals. They will give Sam a chance to explain the reasons for the decline and to develop a plan to improve his performance and get his career back on track. The counselor will focus on having an open discussion and resolving the issues, while also making it clear that improved performance is required to keep his job.
This document discusses improving nonprofit board governance through implementing policy governance. It recommends that boards identify their current type of governance and goals, write down policies in key areas like organizational mission and board operations, and adopt best practices from effective boards. The overall message is that transitioning to policy governance through establishing clear written policies and using best practices can help boards function more effectively and reduce frustrations.
Slides from a talk on how to train and run a non-profit Board of Directors. Focus on non-profits with high board turnover and relatively inexperienced board members.
The Leadership Role of Nonprofit Boardsjoanminasian
Nonprofit boards play a vital leadership role but many are ineffective due to unclear roles and responsibilities between the board and staff, lack of training and education, and insufficient diversity. Effective boards orient new members, provide ongoing training, have diverse perspectives, and foster strong relationships between the CEO and board. To improve governance, boards must define roles, embrace diversity, and focus on ongoing learning rather than looking externally for solutions. Fluid governance models with mentorship and 21st century thinking can help boards maximize their leadership potential.
The document provides information on the roles and responsibilities of nonprofit boards. It discusses that boards have two key roles of legal compliance and adding value to the organization. The board is responsible for providing continuity, selecting leadership, governing through policies and objectives, acquiring resources, and being accountable. Board members should have relevant skills and commit time to meetings, committees, and oversight duties while avoiding conflicts of interest. The board and CEO share some responsibilities like planning and promoting the organization, while operational duties fall more to the CEO and staff. The document stresses the importance of the board focusing on governance rather than micromanaging the day-to-day operations.
When a Board of Directors serves in a governing capacity (e.g. for a non-profit, a public agency, or a corporation), the Board needs to act in certain ways in order to assure high levels of performance throughout the organization. This tool lays out the five habits of high-performing governing boards.
The document discusses how to build a strong and healthy nonprofit board of directors. It explains that people join boards for various reasons like using their skills and talents, contributing to a cause, and networking. Issues can arise when boards are not properly managed, such as lack of involvement in decision making. The document emphasizes defining roles and responsibilities through effective policies and board design that aligns members' expertise with organizational needs. It provides examples of board structures, position profiles, and committee responsibilities to help structure an effective board.
This document discusses how to conduct effective meetings. It begins by defining what a meeting is and explaining that most meetings are unproductive, with people daydreaming or being distracted. It then outlines the costs of unproductive meetings, in both direct financial costs and lost productivity. The document proposes a framework for effective meetings that includes planning the meeting, conducting it, and following up afterwards. Key aspects of planning include defining the purpose and participants, and creating an agenda. Conducting effectively involves outlining goals, managing discussion, and reaching closure. Follow up requires distributing minutes, ensuring commitments are met, and planning future steps. The document also provides etiquette tips for participating in meetings productively.
Sam's performance at work has declined significantly in recent weeks. He has been late to work several times and his productivity has fallen below standards. The counselor calls Sam in for a performance counseling meeting to address these issues. The counselor will review documentation of Sam's poor performance and late arrivals. They will give Sam a chance to explain the reasons for the decline and to develop a plan to improve his performance and get his career back on track. The counselor will focus on having an open discussion and resolving the issues, while also making it clear that improved performance is required to keep his job.
This document provides guidance on conducting effective meetings. It recommends preparing an agenda and objectives in advance. During the meeting, the chair should keep discussions on track and balanced, allow all views to be heard, and arrive at decisions through voting if needed. Minutes should be taken to document all decisions made. The meeting should start and end on time, with breaks if long, and administrative matters addressed first before the main agenda. The chair must remain neutral and control discussions.
Evaluation of Board of Directors of the Company - Corporate GovernanceHariom Rastogi
Evaluation of the Board and of the individual directors is one potentially effective way to respond to the demand for greater board accountability and effectiveness of the company as well.
Decision making and problem solving tristan f. m agtalapaTristan Magtalapa
The document discusses problem solving and decision making. It defines a problem as a situation that makes it difficult to achieve a desired goal and involves a significant difference between the actual and desired state. Problem solving is described as a tool, skill and process that involves defining the problem, developing a plan, implementing the plan, and evaluating the results. Decision making is the selection of a course of action from various alternatives and can be rational or irrational. Common techniques for individual and group decision making are also outlined.
Nonprofit Board of Directors Best Practices Grace Dunlap
In this 1-hour webinar hosted by CharityNet USA, we review the 20 best practices for nonprofit board of directors. For more information on nonprofit startup, visit: charitynetusa.com/nonprofit_startup.php
Recorded webinar: http://slidesha.re/1nOR5i5
Subscribe: http://ksmartin.com/subscribe
Purchase the book: http://bit.ly/TOObk
This webinar features content from Karen's workshop and talk at the Lean Enterprise Institute and Lean Frontiers Coaching Summit, held on July 29 & 30, 2014 in Long Beach, California.
Both the workshop and talk focus on learning how to break the "telling" habit as a leader or improvement coach, and how to use the right questions at the right time to develop people more effectively and get better work results.
Policy development is crucial part in policy process. This presentation will help to understand more and get some tips from my experience in health policy development, synthesized with theories from WHO and US-CDC materials
This document outlines a leadership skills training session that covers:
1. Defining leadership and identifying traits and skills of effective leaders. Key leadership theories are also examined.
2. Exploring the role, duties, and responsibilities of a team leader in the workplace, as well as understanding the limits of a team leader's authority.
3. Developing an action plan to improve one's own leadership potential through self-assessment, seeking feedback, practicing leadership skills, and further training.
SOFT SKILLS WORLD takes pleasure in introducing itself as an experienced and competent conglomeration with more than 300 Training & Development professionals. This team represents key functional domains across industries.
We sincerely look forward to joining hands with your esteemed organization in our endeavour to create a mutually satisfying win-win proposition per se Organization Development interventions.
May we request you to visit us at http://www.softskillsworld.com/to have a glimpse of the bouquet of our offers .We have partnered with the best & promise you an excellent organizational capability building.
We firmly believe Hard Skills alone are not sufficient enough to enhance business success. Aligned with high performance organizational culture and given the right direction, Soft Skills is the best recipe for business success.
This document discusses several theories of leadership:
1. Trait theory focuses on innate qualities of leaders like intelligence and personality traits. Behavior theory looks at specific leader actions like democratic vs autocratic styles.
2. Contingency theory found leadership effectiveness depends on an interaction of the leader, followers, and situation rather than one best trait or style.
3. Transformational leadership describes charismatic leaders who inspire followers through vision, self-confidence and high expectations of followers. Transformational leaders transform individuals.
The document discusses key aspects of effective nonprofit governance and management. It emphasizes that nonprofit boards must work as equal partners with operational staff. Additionally, it highlights the importance of clarifying roles and responsibilities between boards and staff to coordinate their work. Finally, it stresses that nonprofit organizations should engage in strategic planning and lifecycle analysis to help guide their work.
Robert's Rules of Order provide guidelines for orderly and fair meetings. They promote the rights of the majority to decide while allowing the minority to be heard. The rules help ensure absent members are protected as well. Organizations should decide how formal to be with the rules based on factors like group size and purpose. Bylaws define an organization's structure and decision making process, and can name Robert's Rules as the parliamentary authority. Basic rules establish that all members are equal and have rights like attending meetings and making motions. Officers like the president and secretary have specific roles in meetings around recognizing members and keeping records. Motions are proposals for group action, and must go through steps of being moved, seconded, debated and voted on
Provides insights into the result based planning process including result based matrix preparation that help to manage scarce resources to realize a better result.
The document discusses leadership theories and concepts. It provides an anecdote about Shelley Lazarus' mentorship under David Ogilvy which helped her advance her career. It then reviews various leadership theories such as trait theory, situational theory, transformational leadership, and discusses qualities of effective leaders like vision, passion for change, and being a teacher.
This document discusses three leadership styles: authoritarian, participative, and delegative. The authoritarian style involves leaders making decisions without input from followers. It is effective when the leader has all information or is short on time. The participative style involves including employees in decision making while maintaining final authority. It builds commitment but can be seen as a weakness. The delegative style allows employees to make decisions while the leader remains responsible. It is used when employees have the ability to analyze situations and priorities need to be set. Examples of each style are also provided.
The rational decision making method has some pros and cons. The pros are that it is the best model to identify and verify problems, provides the best solutions, makes decisions unambiguous, and reduces complexity. However, it also has cons in that the process can be expensive, time consuming, and cause delays in decision making. Intuitive decision making relies on experience, feelings, and judgment. It works best when rapid decisions are needed, factors are changing rapidly or ambiguous. However, intuition can also be flawed and biased. There are ways to improve intuitive decision making such as using a structured process and reflecting on decisions.
This document discusses effective meeting management. It provides tips for selecting meeting participants, developing agendas, opening and closing meetings, establishing ground rules, managing time, and evaluating meetings. Key aspects include involving participants in agenda setting, starting and ending on time, reviewing the agenda, taking and sharing notes, and getting feedback to improve future meetings. The goal is to have well-planned, productive meetings that respect participants' time.
Managers are responsible for overseeing organizational resources to achieve goals. The four main functions of management are planning, organizing, leading, and controlling. Planning involves setting goals and strategies, organizing establishes the organizational structure, leading provides vision and motivation, and controlling monitors performance. Managers at different levels have varying responsibilities, from first-line managers overseeing operations to top managers establishing company-wide goals. Globalization and technology are changing management roles and requiring new skills.
The document discusses leadership skill development through experience, education, and self-awareness. It describes experience-based development such as mentoring, coaching, and learning from challenges. Education-based development includes university courses, training programs, and on-the-job experiences. Self-awareness development involves understanding one's learning approach and using self-discipline to continuously improve through activities like seeking feedback and challenging assignments. The overall message is that leadership skills can be strengthened through a variety of formal and informal methods.
The document provides guidance for chairs of boards of directors. It discusses the oversight responsibilities of the chair and how they must ensure the company operates legally and ethically. It emphasizes that the chair, not the CEO, is ultimately responsible for the company. The document also discusses how to conduct effective board meetings, including establishing guidelines, designing agendas, and knowing when to intervene. It provides tips for chairs on developing relationships with CEOs and developing the board through assessment, skills mapping, and ongoing training. The overall message is that the chair plays a critical leadership role in governing the company and overseeing its strategic direction.
This document provides guidance on conducting effective meetings. It recommends preparing an agenda and objectives in advance. During the meeting, the chair should keep discussions on track and balanced, allow all views to be heard, and arrive at decisions through voting if needed. Minutes should be taken to document all decisions made. The meeting should start and end on time, with breaks if long, and administrative matters addressed first before the main agenda. The chair must remain neutral and control discussions.
Evaluation of Board of Directors of the Company - Corporate GovernanceHariom Rastogi
Evaluation of the Board and of the individual directors is one potentially effective way to respond to the demand for greater board accountability and effectiveness of the company as well.
Decision making and problem solving tristan f. m agtalapaTristan Magtalapa
The document discusses problem solving and decision making. It defines a problem as a situation that makes it difficult to achieve a desired goal and involves a significant difference between the actual and desired state. Problem solving is described as a tool, skill and process that involves defining the problem, developing a plan, implementing the plan, and evaluating the results. Decision making is the selection of a course of action from various alternatives and can be rational or irrational. Common techniques for individual and group decision making are also outlined.
Nonprofit Board of Directors Best Practices Grace Dunlap
In this 1-hour webinar hosted by CharityNet USA, we review the 20 best practices for nonprofit board of directors. For more information on nonprofit startup, visit: charitynetusa.com/nonprofit_startup.php
Recorded webinar: http://slidesha.re/1nOR5i5
Subscribe: http://ksmartin.com/subscribe
Purchase the book: http://bit.ly/TOObk
This webinar features content from Karen's workshop and talk at the Lean Enterprise Institute and Lean Frontiers Coaching Summit, held on July 29 & 30, 2014 in Long Beach, California.
Both the workshop and talk focus on learning how to break the "telling" habit as a leader or improvement coach, and how to use the right questions at the right time to develop people more effectively and get better work results.
Policy development is crucial part in policy process. This presentation will help to understand more and get some tips from my experience in health policy development, synthesized with theories from WHO and US-CDC materials
This document outlines a leadership skills training session that covers:
1. Defining leadership and identifying traits and skills of effective leaders. Key leadership theories are also examined.
2. Exploring the role, duties, and responsibilities of a team leader in the workplace, as well as understanding the limits of a team leader's authority.
3. Developing an action plan to improve one's own leadership potential through self-assessment, seeking feedback, practicing leadership skills, and further training.
SOFT SKILLS WORLD takes pleasure in introducing itself as an experienced and competent conglomeration with more than 300 Training & Development professionals. This team represents key functional domains across industries.
We sincerely look forward to joining hands with your esteemed organization in our endeavour to create a mutually satisfying win-win proposition per se Organization Development interventions.
May we request you to visit us at http://www.softskillsworld.com/to have a glimpse of the bouquet of our offers .We have partnered with the best & promise you an excellent organizational capability building.
We firmly believe Hard Skills alone are not sufficient enough to enhance business success. Aligned with high performance organizational culture and given the right direction, Soft Skills is the best recipe for business success.
This document discusses several theories of leadership:
1. Trait theory focuses on innate qualities of leaders like intelligence and personality traits. Behavior theory looks at specific leader actions like democratic vs autocratic styles.
2. Contingency theory found leadership effectiveness depends on an interaction of the leader, followers, and situation rather than one best trait or style.
3. Transformational leadership describes charismatic leaders who inspire followers through vision, self-confidence and high expectations of followers. Transformational leaders transform individuals.
The document discusses key aspects of effective nonprofit governance and management. It emphasizes that nonprofit boards must work as equal partners with operational staff. Additionally, it highlights the importance of clarifying roles and responsibilities between boards and staff to coordinate their work. Finally, it stresses that nonprofit organizations should engage in strategic planning and lifecycle analysis to help guide their work.
Robert's Rules of Order provide guidelines for orderly and fair meetings. They promote the rights of the majority to decide while allowing the minority to be heard. The rules help ensure absent members are protected as well. Organizations should decide how formal to be with the rules based on factors like group size and purpose. Bylaws define an organization's structure and decision making process, and can name Robert's Rules as the parliamentary authority. Basic rules establish that all members are equal and have rights like attending meetings and making motions. Officers like the president and secretary have specific roles in meetings around recognizing members and keeping records. Motions are proposals for group action, and must go through steps of being moved, seconded, debated and voted on
Provides insights into the result based planning process including result based matrix preparation that help to manage scarce resources to realize a better result.
The document discusses leadership theories and concepts. It provides an anecdote about Shelley Lazarus' mentorship under David Ogilvy which helped her advance her career. It then reviews various leadership theories such as trait theory, situational theory, transformational leadership, and discusses qualities of effective leaders like vision, passion for change, and being a teacher.
This document discusses three leadership styles: authoritarian, participative, and delegative. The authoritarian style involves leaders making decisions without input from followers. It is effective when the leader has all information or is short on time. The participative style involves including employees in decision making while maintaining final authority. It builds commitment but can be seen as a weakness. The delegative style allows employees to make decisions while the leader remains responsible. It is used when employees have the ability to analyze situations and priorities need to be set. Examples of each style are also provided.
The rational decision making method has some pros and cons. The pros are that it is the best model to identify and verify problems, provides the best solutions, makes decisions unambiguous, and reduces complexity. However, it also has cons in that the process can be expensive, time consuming, and cause delays in decision making. Intuitive decision making relies on experience, feelings, and judgment. It works best when rapid decisions are needed, factors are changing rapidly or ambiguous. However, intuition can also be flawed and biased. There are ways to improve intuitive decision making such as using a structured process and reflecting on decisions.
This document discusses effective meeting management. It provides tips for selecting meeting participants, developing agendas, opening and closing meetings, establishing ground rules, managing time, and evaluating meetings. Key aspects include involving participants in agenda setting, starting and ending on time, reviewing the agenda, taking and sharing notes, and getting feedback to improve future meetings. The goal is to have well-planned, productive meetings that respect participants' time.
Managers are responsible for overseeing organizational resources to achieve goals. The four main functions of management are planning, organizing, leading, and controlling. Planning involves setting goals and strategies, organizing establishes the organizational structure, leading provides vision and motivation, and controlling monitors performance. Managers at different levels have varying responsibilities, from first-line managers overseeing operations to top managers establishing company-wide goals. Globalization and technology are changing management roles and requiring new skills.
The document discusses leadership skill development through experience, education, and self-awareness. It describes experience-based development such as mentoring, coaching, and learning from challenges. Education-based development includes university courses, training programs, and on-the-job experiences. Self-awareness development involves understanding one's learning approach and using self-discipline to continuously improve through activities like seeking feedback and challenging assignments. The overall message is that leadership skills can be strengthened through a variety of formal and informal methods.
The document provides guidance for chairs of boards of directors. It discusses the oversight responsibilities of the chair and how they must ensure the company operates legally and ethically. It emphasizes that the chair, not the CEO, is ultimately responsible for the company. The document also discusses how to conduct effective board meetings, including establishing guidelines, designing agendas, and knowing when to intervene. It provides tips for chairs on developing relationships with CEOs and developing the board through assessment, skills mapping, and ongoing training. The overall message is that the chair plays a critical leadership role in governing the company and overseeing its strategic direction.
This document discusses organizational culture and how to promote a positive culture. It begins by defining organizational culture as the set of shared values, beliefs, and norms that influence employee behavior. It then outlines four types of organizational cultures - blame culture, multi-directional culture, live and let live culture, and brand congruent culture - and describes their key characteristics. The document concludes by describing a leadership enriched culture as the ideal culture where employees feel passionate about the organization and bring out the best in each other.
NYCON Presentation Recruitment and Retention Strategies for Boards April 7th ...Andrew Marietta
This document provides guidance on strategies for recruiting and retaining effective board members. It outlines key learning objectives around board assessment, recruitment, and development processes. Some highlights include:
- The importance of understanding what motivates board members and keeping them engaged through leadership opportunities, appreciation, and ongoing education.
- Tools for evaluating board performance at both the individual and group level to identify strengths and areas for improvement.
- Best practices for recruiting new members through networking, clear role definitions, and transparent conversations about organizational needs and time commitments.
- Strategies for orientation, onboarding, and ongoing support to integrate new members and retain existing ones through respect, efficiency, and growth opportunities.
Manage to lead - board development and operations v2IntelliVen
This document discusses how CEOs can use Accountability Boards and Subject Matter Experts to support organizational performance and growth. It recommends that CEOs establish an Accountability Board, comprised of experienced managers and experts, to provide consistent accountability and access to resources. The board should meet quarterly to review performance, plans, resources, and lessons learned. It also advises utilizing Subject Matter Experts as consultants to draw on their expertise and discuss cross-cutting issues. Regular meetings and clear roles help ensure these groups effectively support the organization's leadership.
How do you increase the effectiveness of committees? Use good governance practices, your vision, board evaluations, bylaws, and your strategic plan to identify the need for committees, then set your purpose and goals to attract the right people and become more accountable.
This document provides guidance on key areas for nonprofit success, including governance, compliance, accountability, and threats. It emphasizes the importance of strong governance structures like articles of incorporation, bylaws, and conflict of interest policies. It also stresses compliance with IRS, state, and other regulations regarding taxes, lobbying, and employment. Nonprofits must also maintain accountability through financial controls, transparency, and risk management. Regular financial oversight and ethical conduct are necessary to protect the public trust granted to nonprofits.
Silicon Catalyst presents Ryan Howard on Protecting Yourself as a Startup Fou...lpchao
Silicon Catalyst, the startup incubator and accelerator for semiconductor solutions, is proud to present serial entrepreneur and startup founder Ryan Howard for a seminar on how startup founders can protect themselves when building their company. The event was held at Wilson Sonsini in Palo Alto, California on September 21, 2016.
A seasoned entrepreneur, Ryan Howard shares some of the common pitfalls many founders face when ramping up a new company. He offers tips for how to mitigate these risks and pitfalls as well as best practices on building a cohesive team and board. Ryan also shares pointers on early stage funding and selecting corporate counsel.
Protecting yourself as a founder - Ryan HowardVator
This document provides advice for startup founders on protecting themselves and their company. It discusses how many founding CEOs get fired within 18 months, the importance of vesting and employment agreements, and having the right management team, board members, and personal support system. Founders are advised to maintain control of the board, think about severance terms, carefully vet board members and interview candidates thoroughly, prioritize their health and personal life, and not give up everything for the company.
Board members and senior staff working togetherwalescva
This document discusses charity governance and the roles and responsibilities of charity trustees and staff. It notes that trustees have an oversight role and ultimate responsibility as unpaid volunteers, while staff have delegated responsibilities to carry out tasks as paid employees. It outlines trustees' legal duties around compliance, prudence, care, conflicts of interest, and liability. It also discusses ensuring clear role descriptions, delegations, codes of conduct, and policies are in place to support effective governance.
Roles & Responsibilities: A Primer (Series: Board of Directors Boot Camp 2020...Financial Poise
Private company owners, including family businesses, ESOPs, and private equity owners, often have different expectations for their boards than is common in publicly traded firms. Besides being much less encumbered by regulatory compliance, many private firms are looking for a completely different kind of engagement from directors. In companies with new boards, leaders and directors often struggle early on to determine the role of the board and how to separate board responsibilities from those of ownership and management. In this webinar, the audience will learn what companies are really looking for (or should be) from their boards, and the many ways that boards contribute to private company success.
To listen to this webinar on-demand, go to: https://www.financialpoise.com/financial-poise-webinars/roles-responsibilities-a-primer-2020/
Whether you are considering forming a board or want to enhance existing governance practices, understanding the role of the board and expectations of directors is an essential ingredient to successful, value-added governance in private companies. Company leaders and board directors often struggle to determine the role of the board and how to separate board responsibilities from those of ownership and management. In this webinar, the audience will learn what companies are really looking for (or should be) from their boards, and the many ways that boards contribute to private company success. We will cover the definition of a board, typical expectations of a director, board oversight vs. management responsibilities, and many other basics of board formation and operation.
Part of the webinar series: Board of Directors Boot Camp 2021.
See more at https://www.financialpoise.com/webinars/
The team presented on an ethical dilemma faced by an accountant who discovers an accounting error at their company. They analyzed the situation from three perspectives: completely ethical (reported by Tameka Kelly), somewhat ethical and unethical (Judith Joseph), and completely unethical (Maudenett Jean Baptiste). The team concluded that ethical and business decisions are often intertwined, and business considerations usually prevail over ethics. However, the level of ethics followed depends on how the individual is influenced by personal and greater good factors like job preservation and company survival.
Duna making-sense-of-generative-governance (1)Brent MacKinnon
The document discusses generative governance and how boards can move beyond just fiduciary and strategic roles. It defines three modes of governance: fiduciary, strategic, and generative. Generative governance focuses on sense-making, inquiry, and creating new meaning. Examples show how boards can ask generative questions that focus more on opportunities, ethics, stakeholders needs rather than just operational or compliance issues. The document advocates for boards to engage in boundary work, anticipate changes, leverage strengths, and tackle important problems through a more playful, inventive approach focused on meaning-making.
The document discusses developing effective nonprofit boards. It introduces SCANPO, a nonprofit membership organization, and their guiding principles for nonprofit governance. Various ideas are presented for implementing the principles, such as using them for self-assessment, strategic planning, and board meetings. Effective board practices are reviewed like running meetings, promoting governance, and confirming board member fit. Upcoming training events are highlighted, including a nonprofit summit with workshops, keynotes, and networking activities.
This document discusses best practices for building an effective nonprofit board that adds value to the organization. It covers establishing shared understanding of board roles and responsibilities, clarifying the roles of the board and CEO, identifying structures and practices that enhance board effectiveness, and developing board governance. Specific topics include establishing strategic direction, ensuring resources, providing oversight, the board-CEO partnership, high-performance board meetings and structures, and ongoing board development. The overall message is that a well-functioning board can actively engage in governance and strategic guidance to further the organization's mission.
Whether you are considering forming a board or want to enhance existing governance practices, understanding the role of the board and expectations of directors is an essential ingredient to successful, value-added governance in private companies. Company leaders and board directors often struggle to determine the role of the board and how to separate board responsibilities from those of ownership and management. In this webinar, the audience will learn what companies are really looking for (or should be) from their boards, and the many ways that boards contribute to private company success. We will cover the definition of a board, typical expectations of a director, board oversight vs. management responsibilities, and many other basics of board formation and operation.
Part of the webinar series:
BOARD OF DIRECTORS BOOT CAMP 2022
See more at https://www.financialpoise.com/webinars/
Whether you are considering forming a board or want to enhance existing governance practices, understanding the role of the board and expectations of directors is an essential ingredient to successful, value-added governance in private companies. Company leaders and board directors often struggle to determine the role of the board and how to separate board responsibilities from those of ownership and management. In this webinar, the audience will learn what companies are really looking for (or should be) from their boards, and the many ways that boards contribute to private company success. We will cover the definition of a board, typical expectations of a director, board oversight vs. management responsibilities, and many other basics of board formation and operation.
Part of the webinar series: Board of Directors Boot Camp 2022
See more at https://www.financialpoise.com/webinars/
Similar to Board governance training slideshow (20)
Organic Poultry Symposium - Tim Livingstoneacornorganic
This document provides a cost analysis for raising organic chickens and selling their eggs. It estimates that it costs $14-16 to raise a pullet to laying age. Direct costs to produce a dozen eggs are $2.74, including feed, carton, and costs to raise the hen. Labor to collect and process eggs is estimated at $1.67 per dozen. Total costs per dozen including labor are $4.41. Broiler production is also analyzed under different scenarios, estimating costs per pound raised and potential profits. Recommendations are provided for egg production practices like lighting, nest boxes, and cleaning.
This document outlines various rules, regulations, and programs related to livestock in Canada. It discusses disease prevention programs like Premise ID that track animal locations. It also outlines regulations like the Livestock Operations Act that govern manure management. The supply of chicken is managed by the Canadian Chicken Marketing Agency. For small egg and chicken farms in New Brunswick, there are limits of 199 hens or 200 chickens per year and requirements for storage, processing and packaging.
This document summarizes information from an organic poultry symposium, including brooding methods, costs of raising chickens from day-old to laying age, and costs associated with egg production. Key points include the costs to brood chicks for the first 4 weeks, costs to raise pullets from 5 to 20 weeks, costs to raise hens from 21 to 72 weeks, and the net profit per hen of $20.40 over 51 weeks of egg production. Processing costs of $5 per bird are also outlined.
This document summarizes common vegetable crop diseases in New Brunswick from 2014-2016. It outlines both infectious (biotic) and non-infectious (abiotic) plant diseases. For infectious diseases, it describes the causal pathogens such as fungi, bacteria, nematodes, protozoa, and viruses. It then discusses disease development and the disease triangle. The role of insects in transmitting diseases is also noted. The document provides details on specific diseases for various vegetable crops including tomatoes, cucurbits, carrots, alliums, and cole crops. It describes symptoms, pathogens, and management strategies for diseases like late blight, early blight, powdery mildew, and more. Biological control options and resources for
Three key points from the document:
1. Research found that more complex forage mixtures with multiple grass types yielded higher than simpler mixtures, and legumes like alfalfa and birdsfoot trefoil provided higher forage quality and nitrogen fixation.
2. Cattle generally had better daily weight gain on pastures with mixtures of timothy, meadow fescue, and bluegrass, but mixtures including tall fescue provided more gain per acre. Reseeding legumes every 2-3 years is important to sustain productivity.
3. Managing grazing to reduce mud and extending the grazing season through techniques like bale grazing can help lower winter feeding costs for cattle in eastern Canada's climate. Shelter, body condition
The Dexter Cattle Company promotes its certified organic beef which comes from cattle raised sustainably and with dignity on PEI. The organic beef has the highest nutrient content and quality fats while having the lowest toxins of any meat. Raising the cattle organically and grass-fed is also economically viable for PEI farmers as it costs less than conventional cattle farming with no grain, fertilizer, antibiotics or vet bills needed.
This document provides information about Halaal meat according to Islam. It begins with a brief history of Islam and how Islamic dietary laws originated from the Quran and Hadith. It explains that Halaal refers to permissible foods and Haraam refers to prohibited foods according to Islamic law. The document then outlines specific food restrictions in Islam, Judaism, and Christianity. It provides verses from the Quran regarding prohibited and permitted foods. It also discusses the proper procedures for slaughtering animals according to Islamic and Jewish traditions to ensure the meat is Halaal or Kosher. The document concludes with additional guidelines and customs related to the slaughtering process and storage of Halaal meat.
This document discusses considerations for calculating the cost of production (CoP) on organic farms. It notes that traditional CoP calculations only look at a single growing season and other costs like multi-year investments are not fully captured. The document advocates calculating both costs of production and benefits of production to better assess sustainability. It also discusses how climate change and other risks can make CoP calculations more variable and less effective as a performance measure over time.
This document discusses the importance and benefits of on-farm record keeping. It notes that record keeping allows farms to be managed by providing data on costs, activities, finances, and other metrics over time. Proper record keeping is essential for compliance, financial planning, traceability, and analyzing farm performance and costs of production. The document provides examples of different types of records farms can keep and recommends starting with key questions to determine what specific data should be prioritized. It also discusses best practices for organizing records through entity relationship diagrams and data modeling to facilitate analysis and insights. Spatial mapping of farm features and activities over years is also presented as an important component of comprehensive record keeping.
The document provides relationship advice for farm families based on a presentation by Michelle Wolf at an ACORN conference. Some of the key relationship lessons discussed include using gardening and farmers' market management as metaphors for relationships, understanding love languages and speaking your partner's language, adopting the 100/0 relationship principle of taking full responsibility while expecting nothing in return, building shared habits and rituals, paying attention to "bids for closeness", managing conflict effectively, and developing the skill of having difficult conversations. Resources are offered to help couples strengthen communication and nurture their relationships.
This document summarizes the results of a 2016 survey of over 1,000 organic vegetable growers in the Northeast United States. 210 growers responded to identify their top breeding and research priorities. The highest priority crops for cultivar development identified were arugula, Asian greens, basil, beet, broccoli, Brussels sprouts, cabbage, carrot, cilantro, cucumber, cucurbits, eggplant, fava bean, garlic, green bean, kale, leek, lettuce, melon, mustard, okra, onion, parsnip, pea, pepper, potato, radish, shallot, spinach, summer squash, sweet corn, Swiss chard, tomato, and watermelon
This document discusses various plant breeding techniques including recurrent selection, pedigree breeding, backcrossing, population breeding, and hybrid breeding. It provides examples of each technique and explains concepts like dominant and recessive traits, true breeding, and heterozygotes. Specific projects are summarized, like developing a sweet striped pepper and an early red bell pepper variety through selection of farmer varieties. Breeding projects acknowledge funders and collaborators.
S2 dynamics of proprietary seed mazourek acornacornorganic
This document discusses the dynamics between public and private seed development over time. It begins with open-pollinated seeds in the early 20th century and the rise of certified seed programs and early seed companies. Later, the development of hybrids, intellectual property protections, industry consolidation, and the resurgence of small seed companies distributing locally adapted varieties are described. The document also outlines the pedigree breeding process and issues around searching for seed, material transfer agreements, licenses, and how the author's university supports their public plant breeding program through royalty structures.
Stock seed, also known as breeder's seed, is the highest quality seed maintained by the breeder to ensure genetic purity. There are different classes of certified seed including breeder, foundation, registered, and certified seed. Maintaining genetic purity of stock seed is important and involves minimizing contamination and strictly rogueing off-types before pollination. Producing stock seed infrequently helps maintain genetic purity over time by reducing genetic drift. Proper storage methods like cool, dry conditions also preserve genetic integrity.
HOW TO START UP A COMPANY A STEP-BY-STEP GUIDE.pdf46adnanshahzad
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Introduction
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These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
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McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
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Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
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McKinsey’s Digital Transformation Framework
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2. Board Governance and Leadership
1. Board
Du+es,
Liability
–
The
dry
stuff
2. Typical
Board
models
3. Board
“Do’s
and
Don’ts”
4. Quali+es
of
great
Board
directors
5. Running
Great
Mee+ngs
6. Strategic
Planning
3. Being a Board Director
• Informa+on
is
coming
from
non-‐profit
sector
governance
and
common
law
in
Canada
(not
corporate)
• Important
to
note
that
most
legal
obliga+ons
are
the
same
regardless
of
the
type
or
size
of
your
organiza+on,
and
whether
or
not
your
are
officially
incorporated
• Risks
and
obliga+ons
shouldn’t
hold
you
back,
but
nor
should
they
be
taken
lightly
4. Fiduciary Duty
• You
have
various
du+es
and
responsibili+es
as
a
non-‐profit
Board
member
• One
of
the
most
fundamental
is
the
responsibility
to
act
on
behalf
of
the
organiza+on
as
a
whole,
even
at
the
expense
of
your
own
self-‐interest
• This
is
known
as
your
‘fiduciary
duty’
• (Also
called
‘Duty
of
Loyalty’)
5. Three Basic Director Duties
• Duty
of
Loyalty
/
Fiduciary
Duty
o A
Board
acts
as
one
en+ty.
Loyal
directors
support
the
decisions
of
the
Board,
even
if
they
might
not
personally
agree
with
the
decisions
and
might
not
have
voted
in
support
of
a
decision
at
a
mee+ng
• Duty
of
Diligence
• Duty
of
Obedience
• Liability
–
failure
to
fulfill
these
du+es
6. Liability
• Avoid
liability
through
risk
management
• Based
on
knowing
your
organiza+on
and
it’s
policies,
by-‐laws,
and
rules
and
regula+ons
well
• Risk
management
involves
an+cipa+ng
risk/harm/
problems,
taking
prac+cal
measures
to
minimize
risk,
and
if
harm
does
occur,
assuming
risk
and
taking
measures
to
lessen
the
impacts
• Examples
of
common
areas
of
risk:
training
staff
and
volunteers;
facili+es
and
equipment;
events
and
markets;
documenta+on
of
mee+ngs
and
processes;
repor+ng
requirements
7. Directors Information Package
• Ask
prospec+ve
Board
members
to
think
about
their
reasons
for
wan+ng
to
become
a
Board
member.
Do
they
have
the
+me,
interest,
commitment
and
skills
required
to
do
the
job
well?
Clarify
what
these
are
and
give
people
+me
to
reflect.
• Ask
them
to
learn
about
your
organiza+on.
Consider
how
is
it
perceived
in
your
community?
Share
mission,
ac+vi+es,
rules
and
regula+ons.
• Provide
wrifen
job
descrip+ons
for
each
Board
posi+on
8. Directors Information Package
• Provide
educa+on
to
prospec+ve
Board
members
on
their
legal
du+es
(discussion
papers,
Board
manuals,
etc)
• Share
informa+on
about
the
other
Board
members.
Ask
people
to
assess
‘fit’
• Ensure
the
Board
has
director’s
insurance
• Consider
adop+ng
a
Conflict
of
Interest
Policy
as
well
9. Types of Boards
I. No
Staff
&
Working
Board
II. Coordinator
&
Working
Board
III. Manager
or
ED
&
Policy
Board
• Tend
to
grow
from
first
to
third
with
age
and
size
• Way
to
build
financial
and
organiza+onal
sustainability
is
to
get
to
3rd
model
as
quickly
as
possible
• There
is
no
such
thing
legally
as
a
“working
Board”.
Boards
are
policy
and
governance
en++es.
Your
job
is
to
‘direct
and
protect’
(not
handle
procedures).
10. Policies and Procedures
• A
policy
is
based
on
WHY
your
organiza+on
exists
–
your
values
and
mission,
and
it
describes
WHAT
we
want.
For
example:
• Local
produc+on
-‐
100%,
80%,
certain
radius,
etc
• Low-‐cost
childcare
alterna+ve
for
families
in
our
county
• The
procedure
describes
HOW
we’ll
manifest
our
‘what’
–
how
it
is
actualized
and
brought
to
life
• %
of
sales,
sales
data,
produc+on
charts,
field
crop
acreages,
farm
visits,
signage
requirements,
etc
• Coupon
program,
obtain
subsidy
grants,
etc.
• Boards
develop
policy,
Boards
and/or
Staff
develop
procedures,
Staff
implements
procedures
11. ED/Manager or Coordinator ?
• Difference
is
in
who
makes
decisions
and
sets
work-‐plans
• Coordinators
work
under
a
manager
(or
the
Board,
if
they
are
the
only
staff)
on
projects,
budgets
and
work-‐plans
that
have
been
set
by
the
Board
– Limited
decision-‐making
and
autonomy
• ED
/
Managers
work
under
the
Board
on
projects,
work-‐plans
and
approved
budgets
that
they
determine
and
implement
– Given
autonomy
to
handle
opera+onal
and
day-‐to-‐day
management
side
of
the
market
12. Board Member – Do’s & Don’ts
• Do
concern
yourself
with
whether
your
organiza+on
is
achieving
its
mission
and
goals,
maintaining
high
standards,
complying
with
policy,
and
remaining
fresh,
crea+ve,
and
innova+ve
• Don’t
micromanage
or
get
caught
up
in
opera+onal
details*,
don’t
direct
staff
on
market
day
or
outside
of
mee+ngs,
don’t
mistake
your
job
as
one
of
‘managing
the
details
of
running
the
organiza+on’
13. Board Member – Do’s & Don’ts
• Do
focus
on
policy.
Where
staff
will
be
responsible
for
implementa+on,
ensure
they
are
involved.
• Don’t
focus
on
opera+onalizing
or
implemen+ng
policy
where
it
has
been
leo
up
to
staff.
If
it
can
be
done
your
way
or
theirs,
give
staff
the
benefit
of
the
doubt
and
let
them
do
it
their
way.
It’s
their
job.
14. Board Member – Do’s & Don’ts
• Do
raise
hard
issues,
ask
penetra+ng
ques+ons,
and
press
for
the
ra+onale
behind
plans
or
decisions
at
mee+ngs.
State
your
opinion
but
support
the
majority’s
decision
once
it’s
been
made.
• Don’t
avoid
conflict
in
the
boardroom
by
sharing
your
disagreements
only
with
like-‐
minded
Board
members.
At
the
same
+me,
don’t
rehash
issues
or
keep
pressing
in
areas
where
your
views
will
not
prevail.
15. Board Member – Do’s & Don’ts
• Do
remember
that
staff
neither
reports
nor
answers
to
individual
Board
members.
They
are
accountable
only
to
the
Board
as
a
whole.
(Assign
a
single
point-‐person
on
the
Board.)
• Don’t
forget
that
when
you,
as
a
Board
member,
are
volunteering
to
do
opera+onal
or
organiza+on-‐related
work,
you
do
so
under
the
direc+on
of
staff,
not
the
Board
16. Board Member – Do’s & Don’ts
• Do
formally
evaluate
staff
performance
once
every
year
or
two.
Thank
and
acknowledge
them.
‘Compensa+on’
is
broader
than
wages
and
benefits.
• Don’t
cri+cize
staff
except
in
appropriate
boardroom
sessions
or
through
an
evalua+on
process.
Use
outside
mediators
early
to
assist
when
Board
and
staff
are
running
into
conflict-‐
resolu+on
challenges.
17. Board Member – Do’s & Don’ts
• Do
afend
Board
mee+ngs.
If
you
think
the
mee+ngs
don’t
make
valuable
use
of
your
+me,
let
the
chair
know.
Par+cipate
ac+vely
on
at
least
one
Board
commifee,
or
in
an
important
area
where
your
market
could
use
your
help.
• Don’t
remain
on
the
Board
unless
you
are
going
to
be
an
ac+ve,
contribu+ng
member.
Don’t
agree
to
do
things
you’re
not
prepared
to
follow
through
on.
18. Board Member – Do’s & Don’ts
• Do
make
sure
you
contribute
more
to
the
market
in
terms
of
+me,
work
and
money
than
you
take
from
it.
The
market
is
an
organiza+on
beyond
it’s
‘use’
to
you.
Do
go
to
all
fundraising
events
and
community
ac+vi+es
put
on
by
your
market.
• Don’t
make
unnecessary
demands
on
staff
and
don’t
ask
for
special
favours.
Don’t
assume
other
people
will
see
the
value
in
your
organiza+on
and
it’s
fundraisers
and
events
if
you
don’t.
Be
an
example
of
how
a
great
Board
member
contributes.
19. Board Member – Do’s & Don’ts
• Do
focus
on
your
organiza+on’s
needs
as
a
whole.
Remember
that
even
if
you
are
on
the
Board
to
represent
a
certain
stakeholder
or
perspec+ve,
your
foremost
duty
is
not
to
‘represent’
anything
but
the
organiza+on’s
best
interests
as
a
whole.
• Don’t
always
advocate
for
only
one
issue,
one
cons+tuency,
one
area
of
decision-‐making,
or
one
part
of
the
organiza+on
or
it’s
programs.
20. Board Member – Do’s & Don’ts
• Do
rely
on
ad
hoc
and
standing
commifees,
and
a
general
volunteer
base
for
opera+onal
ac+vi+es,
to
get
much
of
the
work
done
that
supports
your
organiza+on.
The
Board’s
actual
focus
is
quite
small
and
specific.
• Don’t
have
commifee
or
volunteer
mee+ngs
unless
there’s
something
important
for
the
commifee
to
do.
Without
a
clear
purpose
for
each
mee+ng,
they
are
simply
a
drain.
21. Board Member – Do’s & Don’ts
• Do
act
as
an
ambassador
and
champion
for
your
organiza+on.
Promote
it
to
the
people
and
communi+es
you
interact
with.
Listen
to
what
people
say
about
your
organiza+on
and
discuss
it
at
Board
mee+ngs.
• Don’t
speak
for
the
Board
or
the
organiza+on
except
when
explicitly
authorized
to
do
so,
and
don’t
gossip
or
speak
badly
of
your
organiza+on,
Board,
or
staff.
Respect
the
confiden+ality
of
Board
mee+ngs.
22. Board Member – Do’s & Don’ts
• Do
adhere
to
Board
member’s
terms,
and
use
the
nomina+ng
process
as
an
opportunity
to
assess
Board
members’
performance.
• Don’t
automa+cally
re-‐nominate
Board
members.
Disengaged
members
may
be
staying
on
out
of
guilt
when
they
would
really
love
the
chance
to
leave
gracefully.
Domineering
members
do
not
make
a
fruiqul,
thriving
Board.
23. Qualities of Awesome, Effective
Board Members
• Let’s
generate
a
list
together
• What
quali+es,
personality
traits,
behaviours,
and
artudes
make
for
people
who
are
effec+ve
on
Boards
of
Directors?
24. Common Problems &
Misconceptions
• Board
members
are
board
members
even
outside
of
the
boardroom
• I
am
represen+ng
[insert
group]
on
the
Board
• Our
market
manager
or
execu+ve
director
reports
to
me
• Confusion
between
policy
and
procedures
• I’m
sick
of
our
monthly
bored
mee+ngs
25. Have Board Meetings That Matter
• Know
why
you
are
holding
the
mee+ng,
what
your
goals
are,
and
what
actual
decisions
need
to
be
made
• Batch
and
bundle
• Get
outside
facilitators
when
you
can
• Use
agendas
(not
all
the
same;
they
should
speak
to
the
issues
and
ques+ons
above)
• Avoid
the
‘carrot
and
potato’
show
• Pick
ripe,
juicy
topics
&
frame
a
ques+on
26. Have Board Meetings That Matter
• Make
dollars
and
sense
• Drop
your
defenses
• Clarify
the
goal
for
each
item
–
policy
versus
opera+ons
• Create
a
culture
of
ques+oning
• Make
afendance
count
• Follow-‐up
–
each
person
should
leave
with
next
steps
• Thank
people
27. Why do Strategic Planning?
• Builds
cohesion
between
Board
members
and
staff
• Serves
as
a
compass,
always
keeping
your
north
star
in
sight
• Allows
for
befer
decision-‐making
(both
policy-‐
wise
and
procedurally)
• Builds
understanding
and
trust
in
your
rela+onships
with
your
community
28. Conclusion and Summary
• Your
work
mafers…
and
you
mafer
• Board
governance
is
about
loving
policy
and
processes,
and
keeping
your
organiza+on
legally
and
financially
afloat
• Day-‐to-‐day
opera+ons
aren’t
Board
issues
• People
respecqully
using
their
natural
strengths
come
together
to
form
great
teams
• Your
organiza+on
serves
you
as
a
volunteer
member
(hopefully),
and
you
serve
every
single
member
as
a
Board
member
• Great
Boards
have
great
mee+ngs
• Invest
in
planning
and
crea+ng
the
documents
you
need
to
be
successful
29. One Juicy Question
• Create
one
really
wonderful
ques+on
that
your
board
or
another
board
could
use
at
their
next
board
mee+ng
to:
– Probe
an
issue
that’s
been
bothering
the
group
– Inspire
crea+ve
problem-‐solving
around
an
issue
– Build
group
cohesion
– Etc.
• Great
ques+ons
can
be
tricky
to
generate!