This document summarizes an agenda for a board member workshop. It includes:
- Welcome and introductions from 5 people including the facilitators
- An agenda covering group coaching on finance, marketing, fundraising and governance, sharing lessons learned, and optional individual coaching
- Descriptions of different types of nonprofit boards including organizing, governing, and institutional boards
- Nine responsibilities of nonprofit boards including mission/vision, leadership, resources, and performance monitoring
- Barriers to boards fulfilling their roles and ways to close execution gaps such as through leadership, composition, process, and CEO relationships
- A call for boards to focus on multi-year planning, performance, and risk management
The document discusses various theories and models of leadership. It covers the differences between leading and managing, sources of power in organizations, traits of effective leaders, and styles of leadership. Key leadership theories summarized include the path-goal theory, contingency model, substitutes for leadership theory, and Ohio State, Michigan, and Vroom decision-making models. The document provides an overview of important concepts in leadership studies.
The document discusses mobilization and leverage interventions used in consulting projects. It introduces four basic building blocks for mobilization: mobilization events, town meetings, action learning teams, and change agents. Mobilization events involve large cross-functional groups and are used to generate buy-in, identify issues, and develop solutions. Town meetings allow employees to directly question senior management. Action learning teams are client-led groups that create new approaches through discovery. Change agents are client employees trained to deliver mobilization interventions. When used together, these building blocks can accelerate projects and engage more of the organization in change.
helps others to carry out their roles and responsibilities. - Set clear goals and expectations
- Provide support and resources needed to achieve goals
- Give regular feedback and coaching
- Recognize achievements
- Foster teamwork and collaboration
- Listen to concerns and ideas from others
- Treat all people with respect
• Implementer: carries out plans and decisions, completes tasks and Inspire
- Communicate a compelling vision and purpose
- Motivate and energize others through passion and optimism
- Build trust and confidence in abilities of the team
- Empower others and develop their strengths
- Lead by example with integrity and commitment
• Producer: focuses on getting things done
Considerations to help shape future leadersMartin Crisp
1:1 coaching, tools, and online coaching can help develop leadership skills. Coaching supports increased productivity and reduced employee waste and turnover. Tools like assessments of emotional intelligence and resilience help leaders improve self-awareness and relationships. An effective provider identifies leadership challenges, develops solutions like coaching and assessments, and delivers high-quality services.
An approach to implementing Web 2.0 using Communities of Practice. Describes the process and deliverables involved in establishing a Community of Practice.
Describes how to initiate and plan a Community of Practice to meet strategic objectives. Describes metrics for CoPs. Lists common Web 2.0 features for CoPs.
The document discusses an organizational development and strategic planning project for the Greater Baltimore Board of Realtors, including goals for a governance briefing session to discuss trends, association development practices, and conducting an organizational capacity assessment to develop a strategic plan and action plan for 2013. It also covers the duties and responsibilities of boards of directors in determining mission, selecting leadership, providing financial oversight, and ensuring legal compliance.
This document summarizes an agenda for a board member workshop. It includes:
- Welcome and introductions from 5 people including the facilitators
- An agenda covering group coaching on finance, marketing, fundraising and governance, sharing lessons learned, and optional individual coaching
- Descriptions of different types of nonprofit boards including organizing, governing, and institutional boards
- Nine responsibilities of nonprofit boards including mission/vision, leadership, resources, and performance monitoring
- Barriers to boards fulfilling their roles and ways to close execution gaps such as through leadership, composition, process, and CEO relationships
- A call for boards to focus on multi-year planning, performance, and risk management
The document discusses various theories and models of leadership. It covers the differences between leading and managing, sources of power in organizations, traits of effective leaders, and styles of leadership. Key leadership theories summarized include the path-goal theory, contingency model, substitutes for leadership theory, and Ohio State, Michigan, and Vroom decision-making models. The document provides an overview of important concepts in leadership studies.
The document discusses mobilization and leverage interventions used in consulting projects. It introduces four basic building blocks for mobilization: mobilization events, town meetings, action learning teams, and change agents. Mobilization events involve large cross-functional groups and are used to generate buy-in, identify issues, and develop solutions. Town meetings allow employees to directly question senior management. Action learning teams are client-led groups that create new approaches through discovery. Change agents are client employees trained to deliver mobilization interventions. When used together, these building blocks can accelerate projects and engage more of the organization in change.
helps others to carry out their roles and responsibilities. - Set clear goals and expectations
- Provide support and resources needed to achieve goals
- Give regular feedback and coaching
- Recognize achievements
- Foster teamwork and collaboration
- Listen to concerns and ideas from others
- Treat all people with respect
• Implementer: carries out plans and decisions, completes tasks and Inspire
- Communicate a compelling vision and purpose
- Motivate and energize others through passion and optimism
- Build trust and confidence in abilities of the team
- Empower others and develop their strengths
- Lead by example with integrity and commitment
• Producer: focuses on getting things done
Considerations to help shape future leadersMartin Crisp
1:1 coaching, tools, and online coaching can help develop leadership skills. Coaching supports increased productivity and reduced employee waste and turnover. Tools like assessments of emotional intelligence and resilience help leaders improve self-awareness and relationships. An effective provider identifies leadership challenges, develops solutions like coaching and assessments, and delivers high-quality services.
An approach to implementing Web 2.0 using Communities of Practice. Describes the process and deliverables involved in establishing a Community of Practice.
Describes how to initiate and plan a Community of Practice to meet strategic objectives. Describes metrics for CoPs. Lists common Web 2.0 features for CoPs.
The document discusses an organizational development and strategic planning project for the Greater Baltimore Board of Realtors, including goals for a governance briefing session to discuss trends, association development practices, and conducting an organizational capacity assessment to develop a strategic plan and action plan for 2013. It also covers the duties and responsibilities of boards of directors in determining mission, selecting leadership, providing financial oversight, and ensuring legal compliance.
Leadership map for future by Mr Faridun Dotiwala & Navin Unni at round table ...UPES Dehradun
The document discusses the need for oil and gas companies to develop strong leadership to address challenges like capacity gaps, new technologies, and regulatory/climate change issues. It recommends creating a "leadership engine" with 3 elements: 1) individual leader development through stretch roles and feedback, 2) integrated leadership systems for recruiting, performance management, and matching leaders to opportunities, and 3) shifting organizational culture through role modeling, skills development, and reinforcement. Case studies show approaches like leadership academies, high-impact projects, and frontline training linked to daily work can boost leadership capabilities and business results for various companies. The key is developing leaders holistically rather than just training, with a focus on the business needs.
A beginner's perspective and overview of the fundamental concepts of management in a business and non-business environment. Good for 1-day training for non-business majors.
The document discusses organizational structures and leadership styles. It describes functional, divisional, and flat organizational structures. Autocratic leadership is discussed as well as its advantages and disadvantages. The importance of internal and external stakeholders is also covered. Training and selecting staff are identified as important factors for organizational success.
This document discusses developing managers into leaders through an online leadership development program. The program includes 42 online modules covering modern leadership skills taught by experts. Participants study relevant modules at their own pace. They have monthly discussions with a personal coach to ensure understanding, apply the new skills at work, and modify their approach based on reviews. The goal is to translate knowledge into abilities through real-world practice with coaching support, helping organizations build true leaders.
This document provides an overview of organizational management concepts including: definitions of management and organizations; manager roles and responsibilities; management functions like planning and controlling; skills needed at different levels; adapting to changing situations; organizational characteristics; and culture. Key points covered include defining managers as coordinating work through others, the four main management functions, and how organizations are shifting from traditional to more flexible and learning-oriented models.
The document outlines the processes and activities of an education board to define priorities, deliver curriculum, monitor student progress and achievement, and ensure the strategic vision and goals of the school are met. Key activities include an annual agenda with brainstorming sessions to identify targets and measures of success, reviewing stakeholder relationships, analyzing student performance data, and producing an annual report communicating progress to the community. The board aims to focus on issues critical to the school's strategic plan, effectively deliver the national curriculum, and continually improve areas of the curriculum based on assessment results.
File 3 strategy work in philanthropic sectorSajjad Ahmed
an illustration of my work done in various organizations/industries in different capacities ranging from a Consultant to permanent roles. In order to maintain the confidentiality of work intact, relevant info has been replaced by XX
Advanced Moves Management in The Raiser's EdgeJeffTe
The document discusses advanced moves management techniques in The Raiser's Edge fundraising software. It defines moves management as planning, recording, and reporting moments in a prospect's relationship with a nonprofit. It outlines the benefits of tracking prospects through various stages from identification to solicitation. Key aspects covered include creating proposals, recording actions, qualifying prospects, cultivating relationships, making asks, and stewardship. Performance metrics and reporting features are also summarized.
Management Leadership Development Programmeguesta2a7e53
The document provides an overview of management and leadership development. It discusses how the role of managers is changing rapidly due to increasing rates of change. Effective managers develop specialized knowledge over many years through experience and relationships. Management development can occur both on and off the job through various formal and informal methods. The key functions of management include planning, organizing, leading, and controlling. Effective managers develop strong technical, human, and conceptual skills.
Lean As A Driver For Change And Cost Reduction At Kbc Ict Jan MennensJan Mennens
KBC Bank implemented a large-scale Lean transformation program to drive efficiency and cost reduction. They started by building an internal Lean coaching team and conducting top-down analysis to identify focus areas. Key Lean tools like visual management, daily stand-up meetings, and Kaizen events were deployed across business units. A three-phase implementation approach focused on creating awareness, building understanding, and developing capability. Early results included 12-50% improvement in various processes. Tracking metrics like Lean maturity scores and generated cost savings indicated the program was on track. Lessons learned emphasized Lean as a long-term way of working and the importance of top-down support and bottom-up implementation.
This document discusses the need for organizations to respond faster to change with lower risk. It presents several thinking tools to help align strategic decision making by integrating both logical analysis and intuitive understanding. Case studies are provided of how these tools have helped various clients clarify their strategic direction, align leadership teams, and develop unified plans of action to reshape business models in response to changing market conditions.
This document discusses team dynamics and effectiveness. It begins by defining teams and describing different types of teams. It then discusses the benefits and challenges of teams, and outlines a model of team effectiveness that includes task characteristics, team design, and team processes. The document describes stages of team development, norms, cohesion, and trust. It also discusses self-directed teams and virtual teams. Finally, it covers constraints on team decision making and structures to improve decision making.
Unlocking the potential of front line managersLPhair
This document discusses six keys to unlocking the potential of frontline managers. The six keys are: 1) Identifying employees capable of management, 2) Helping managers understand team goals and roles, 3) Helping managers understand the people they manage, 4) Helping managers understand themselves and their impact, 5) Coaching managers on when and how to coach others, and 6) Minimizing administrative work to allow more time for people development. The document provides actions for each key to develop managers and maximize their performance.
The document discusses various theories of leadership that have developed over time. It begins with trait theories from the 1940s-1960s that focused on identifying innate qualities of leaders. Then it shifts to behavioral theories from the 1960s that examined specific leader behaviors. More recently, contingency and modern theories take into account situational factors and how leaders adapt their style based on the environment. The document provides an overview of several prominent leadership theories such as Fiedler's contingency model, path-goal theory, transformational leadership, and discusses differences between leadership styles like autocratic versus democratic approaches.
This document discusses leadership and the traits of effective leaders. It defines leadership as inspiring confidence in others to achieve goals, and distinguishes it from management which focuses on continuous improvement. Effective leadership requires both leadership and management skills. Leaders influence others through various tactics like leading by example, assertiveness, and building relationships. Key traits of effective leaders include drive, self-confidence, trustworthiness, intelligence, humor, and emotional intelligence. During crises, strong leaders make quick decisions, remain resilient and confident, communicate well, and lead with compassion.
This document outlines an agenda for a workshop on building great teams. The agenda includes discussions of the importance of teams, models for team alignment and engagement, a bridge building simulation exercise, and strategies for effective cross-functional team management. Specific strategies covered are communication, building trust between team members, and helping teams add value. The workshop aims to provide team leaders with tools and frameworks to strengthen performance at both the individual team and organizational levels.
The document provides an outline for a presentation on knowledge management. It introduces the concepts of KM and discusses why it is important for organizations. It then presents a KM model and shares a case study of how one organization successfully implemented KM. The presentation outlines how to design and implement KM, including creating a culture of contribution and leveraging knowledge through technology and processes. It concludes by discussing measuring the impact of KM efforts.
This document discusses organizational change and the challenges of managing in turbulent times. It identifies several driving forces of change, including advancing technology, increasing workforce diversity, rising public expectations of corporate social responsibility, tougher global competition, and the need to satisfy multiple stakeholders. Effective management requires navigating these challenges through planning, organizing, leading, and controlling organizational resources to achieve goals in an efficient and effective way.
Husker Ag SMARTS (H.A.S.) is a six-day business management program that aims to strengthen producers' management abilities and build technical skills through strategic planning, financial analysis, risk management, and succession planning lessons and activities. In its first two years, the program reached 26 producers representing over 92,000 acres of crops and 6,700 beef animals, with an estimated total economic impact of $922,590. Participant feedback indicated the program helped them consider strategic options, plan for the future transition of their farm, and analyze financial risks and opportunities through tools like scenario planning. The program goals are to enhance agricultural viability and sustainability in Nebraska by providing intensive, hands-on business management education to farmers
The document provides guidance on various aspects of job hunting, including setting objectives, developing skills and qualifications, preparing a resume, searching for vacancies, interview skills, and tips. It discusses determining qualifications, researching available jobs, prioritizing interests, sharpening skills through training and certifications, tailoring resumes to match positions, networking, practicing interview skills, and following up after interviews. The overall process of finding employment is outlined from beginning career exploration to accepting a job offer.
The document provides an agenda for a meeting between nonprofit clients and consulting teams from McKinsey. The agenda includes introductions and an overview of projects between McKinsey consultants and 7 nonprofit clients. It outlines the schedule for team work sessions to define project scope, expectations, and logistics. Key events include a mid-term progress review in March and final presentations in April.
Leadership map for future by Mr Faridun Dotiwala & Navin Unni at round table ...UPES Dehradun
The document discusses the need for oil and gas companies to develop strong leadership to address challenges like capacity gaps, new technologies, and regulatory/climate change issues. It recommends creating a "leadership engine" with 3 elements: 1) individual leader development through stretch roles and feedback, 2) integrated leadership systems for recruiting, performance management, and matching leaders to opportunities, and 3) shifting organizational culture through role modeling, skills development, and reinforcement. Case studies show approaches like leadership academies, high-impact projects, and frontline training linked to daily work can boost leadership capabilities and business results for various companies. The key is developing leaders holistically rather than just training, with a focus on the business needs.
A beginner's perspective and overview of the fundamental concepts of management in a business and non-business environment. Good for 1-day training for non-business majors.
The document discusses organizational structures and leadership styles. It describes functional, divisional, and flat organizational structures. Autocratic leadership is discussed as well as its advantages and disadvantages. The importance of internal and external stakeholders is also covered. Training and selecting staff are identified as important factors for organizational success.
This document discusses developing managers into leaders through an online leadership development program. The program includes 42 online modules covering modern leadership skills taught by experts. Participants study relevant modules at their own pace. They have monthly discussions with a personal coach to ensure understanding, apply the new skills at work, and modify their approach based on reviews. The goal is to translate knowledge into abilities through real-world practice with coaching support, helping organizations build true leaders.
This document provides an overview of organizational management concepts including: definitions of management and organizations; manager roles and responsibilities; management functions like planning and controlling; skills needed at different levels; adapting to changing situations; organizational characteristics; and culture. Key points covered include defining managers as coordinating work through others, the four main management functions, and how organizations are shifting from traditional to more flexible and learning-oriented models.
The document outlines the processes and activities of an education board to define priorities, deliver curriculum, monitor student progress and achievement, and ensure the strategic vision and goals of the school are met. Key activities include an annual agenda with brainstorming sessions to identify targets and measures of success, reviewing stakeholder relationships, analyzing student performance data, and producing an annual report communicating progress to the community. The board aims to focus on issues critical to the school's strategic plan, effectively deliver the national curriculum, and continually improve areas of the curriculum based on assessment results.
File 3 strategy work in philanthropic sectorSajjad Ahmed
an illustration of my work done in various organizations/industries in different capacities ranging from a Consultant to permanent roles. In order to maintain the confidentiality of work intact, relevant info has been replaced by XX
Advanced Moves Management in The Raiser's EdgeJeffTe
The document discusses advanced moves management techniques in The Raiser's Edge fundraising software. It defines moves management as planning, recording, and reporting moments in a prospect's relationship with a nonprofit. It outlines the benefits of tracking prospects through various stages from identification to solicitation. Key aspects covered include creating proposals, recording actions, qualifying prospects, cultivating relationships, making asks, and stewardship. Performance metrics and reporting features are also summarized.
Management Leadership Development Programmeguesta2a7e53
The document provides an overview of management and leadership development. It discusses how the role of managers is changing rapidly due to increasing rates of change. Effective managers develop specialized knowledge over many years through experience and relationships. Management development can occur both on and off the job through various formal and informal methods. The key functions of management include planning, organizing, leading, and controlling. Effective managers develop strong technical, human, and conceptual skills.
Lean As A Driver For Change And Cost Reduction At Kbc Ict Jan MennensJan Mennens
KBC Bank implemented a large-scale Lean transformation program to drive efficiency and cost reduction. They started by building an internal Lean coaching team and conducting top-down analysis to identify focus areas. Key Lean tools like visual management, daily stand-up meetings, and Kaizen events were deployed across business units. A three-phase implementation approach focused on creating awareness, building understanding, and developing capability. Early results included 12-50% improvement in various processes. Tracking metrics like Lean maturity scores and generated cost savings indicated the program was on track. Lessons learned emphasized Lean as a long-term way of working and the importance of top-down support and bottom-up implementation.
This document discusses the need for organizations to respond faster to change with lower risk. It presents several thinking tools to help align strategic decision making by integrating both logical analysis and intuitive understanding. Case studies are provided of how these tools have helped various clients clarify their strategic direction, align leadership teams, and develop unified plans of action to reshape business models in response to changing market conditions.
This document discusses team dynamics and effectiveness. It begins by defining teams and describing different types of teams. It then discusses the benefits and challenges of teams, and outlines a model of team effectiveness that includes task characteristics, team design, and team processes. The document describes stages of team development, norms, cohesion, and trust. It also discusses self-directed teams and virtual teams. Finally, it covers constraints on team decision making and structures to improve decision making.
Unlocking the potential of front line managersLPhair
This document discusses six keys to unlocking the potential of frontline managers. The six keys are: 1) Identifying employees capable of management, 2) Helping managers understand team goals and roles, 3) Helping managers understand the people they manage, 4) Helping managers understand themselves and their impact, 5) Coaching managers on when and how to coach others, and 6) Minimizing administrative work to allow more time for people development. The document provides actions for each key to develop managers and maximize their performance.
The document discusses various theories of leadership that have developed over time. It begins with trait theories from the 1940s-1960s that focused on identifying innate qualities of leaders. Then it shifts to behavioral theories from the 1960s that examined specific leader behaviors. More recently, contingency and modern theories take into account situational factors and how leaders adapt their style based on the environment. The document provides an overview of several prominent leadership theories such as Fiedler's contingency model, path-goal theory, transformational leadership, and discusses differences between leadership styles like autocratic versus democratic approaches.
This document discusses leadership and the traits of effective leaders. It defines leadership as inspiring confidence in others to achieve goals, and distinguishes it from management which focuses on continuous improvement. Effective leadership requires both leadership and management skills. Leaders influence others through various tactics like leading by example, assertiveness, and building relationships. Key traits of effective leaders include drive, self-confidence, trustworthiness, intelligence, humor, and emotional intelligence. During crises, strong leaders make quick decisions, remain resilient and confident, communicate well, and lead with compassion.
This document outlines an agenda for a workshop on building great teams. The agenda includes discussions of the importance of teams, models for team alignment and engagement, a bridge building simulation exercise, and strategies for effective cross-functional team management. Specific strategies covered are communication, building trust between team members, and helping teams add value. The workshop aims to provide team leaders with tools and frameworks to strengthen performance at both the individual team and organizational levels.
The document provides an outline for a presentation on knowledge management. It introduces the concepts of KM and discusses why it is important for organizations. It then presents a KM model and shares a case study of how one organization successfully implemented KM. The presentation outlines how to design and implement KM, including creating a culture of contribution and leveraging knowledge through technology and processes. It concludes by discussing measuring the impact of KM efforts.
This document discusses organizational change and the challenges of managing in turbulent times. It identifies several driving forces of change, including advancing technology, increasing workforce diversity, rising public expectations of corporate social responsibility, tougher global competition, and the need to satisfy multiple stakeholders. Effective management requires navigating these challenges through planning, organizing, leading, and controlling organizational resources to achieve goals in an efficient and effective way.
Husker Ag SMARTS (H.A.S.) is a six-day business management program that aims to strengthen producers' management abilities and build technical skills through strategic planning, financial analysis, risk management, and succession planning lessons and activities. In its first two years, the program reached 26 producers representing over 92,000 acres of crops and 6,700 beef animals, with an estimated total economic impact of $922,590. Participant feedback indicated the program helped them consider strategic options, plan for the future transition of their farm, and analyze financial risks and opportunities through tools like scenario planning. The program goals are to enhance agricultural viability and sustainability in Nebraska by providing intensive, hands-on business management education to farmers
The document provides guidance on various aspects of job hunting, including setting objectives, developing skills and qualifications, preparing a resume, searching for vacancies, interview skills, and tips. It discusses determining qualifications, researching available jobs, prioritizing interests, sharpening skills through training and certifications, tailoring resumes to match positions, networking, practicing interview skills, and following up after interviews. The overall process of finding employment is outlined from beginning career exploration to accepting a job offer.
The document provides an agenda for a meeting between nonprofit clients and consulting teams from McKinsey. The agenda includes introductions and an overview of projects between McKinsey consultants and 7 nonprofit clients. It outlines the schedule for team work sessions to define project scope, expectations, and logistics. Key events include a mid-term progress review in March and final presentations in April.
This document provides information about a course called "S3 for Social Enterprises" that connects student consultants with social enterprise organizations. The course objectives are to increase student skills in problem solving, persuading decision makers, and exploring consulting processes. It includes client projects, lectures on consulting and social enterprise topics, and is offered for credit at UC Berkeley. Potential clients for the upcoming semester are also listed.
The document discusses the Rural Initiative Program implemented by the Clinton Health Access Initiative in Lesotho. The program aims to improve healthcare services in two remote mountain clinics, Semenanyane and Kuebunyane, which are inaccessible by road. Prior to the program, the clinics only provided basic primary care services and had been largely overlooked. The initiative worked to accredit the clinics to provide HIV/TB services, engage them in the World Food Program, and conduct a capacity assessment of the Lesotho Flying Doctor Service, which serves the remote areas. The intern's work involved supporting these efforts as well as clinic construction and a maternal and newborn health proposal.
The document summarizes a kick-off event for board fellows and their mentors at the Haas School of Business. It includes:
- Welcome and introductions from the Center for Nonprofit and Public Leadership directors and staff.
- An overview of the board fellow program which pairs graduate students with nonprofit boards to provide skills and fresh perspectives, and gain experience in governance and leadership.
- Details on the program timeline, fellow and mentor commitments and expectations, and examples of past fellow projects in areas like strategy, finance, and marketing.
- Information about nonprofit board governance responsibilities and best practices for fellows to add value and get the most from their experience.
- A panel discussion with experienced board members
The document summarizes efforts of civil society leaders in Punjab, India to support survivors of the 1984-1995 conflict. It describes various organizations and individuals working for justice, including student groups providing community support, families seeking truth for loved ones killed, and activists documenting human rights abuses such as secret cremations of thousands of victims. Despite challenges like poverty and drug abuse exacerbated by the conflict, civil society has played a key role in sustaining efforts for peace, reconciliation and memorialization.
Google Apps for Education by Global Talent TrackViraj Damani
Global Talent Track (GTT) is a path breaking global educational initiative and corporate training solutions company, set up by some of the best minds from the industry, academia and technology domains.
GTT is working with over 900 colleges across 15 states in India with an aim to create empowerment through employability. We are an authorized partner of Google for consulting and implementation of Google Apps for education in India and have proven expertise in realizing successful roll-out for over 800 plus colleges across India.
To learn how you can get the most out of the free Google Apps for Education suite and transform the way your people work together, get in touch with the experts at GTT, India's premier Google Apps provider.
What do the best philanthropists in the world do?
This presentation was given by Dr. Nora Silver, Director and Adjust Professor at the Center for Nonprofit and Public Leadership, Berkeley-Haas and Nicholas Hodges of the San Francisco Foundation.
Discover the different avenues to invest for a social impact and work through your possible giving philosophy.
This document provides information on using LinkedIn to recruit nonprofit board members. It outlines 3 things organizations should do immediately: complete their LinkedIn profile, connect with existing board members, and establish a company page. It then discusses improving individual profiles, connecting within the network, and setting up a company page to engage supporters. The document also describes LinkedIn's Board Member Connect program and volunteer marketplace for posting board opportunities. Finally, it shares the success story of an organization that recruited a new board member within 2 months of targeted outreach on LinkedIn.
The State of the Nonprofit Sector 2014 report was created by the Nonprofit Finance Fund using data collected between January and February, 2014.
Full details and contact information can be found at:
http://survey.nonprofitfinancefund.org/
Social Sector Solutions (S3), provides students with academic frameworks and practical hands-on experience in management consulting and consulting with nonprofit organizations. The course focuses on consultation teams working with select nonprofit clients to succeed in entrepreneurial ventures. The course is a partnership with the Center for Nonprofit and Public Leadership at the Haas School of Business and McKinsey & Company, a world-renowned management consulting firm. The course is co taught by Dr. Nora Silver, a professor at the Haas School of Business at University of California, Berkeley, and director of the Center for Nonprofit and Public Leadership and Paul Jansen, McKinsey & Company Emeritus Director of the Global Philanthropy Practice.
This document summarizes a research paper about different paths to hyper-growth in the nonprofit sector. It divides nonprofits into three segments: customer-oriented, beneficiary-oriented, and system-oriented. It analyzed the 20 fastest growing nonprofits between 2007-2011 based on revenue and classified them into these three segments. Key interviews with these organizations and consultants aimed to understand decisions and circumstances leading to rapid growth for each segment. While revenue growth does not equal impact, the study seeks lessons on achieving financially sustainable scaling of impact.
Intento de clasificacion ,sociologica de la delincuencia 2cezar cortes cortes
Este documento propone diferentes clasificaciones sociológicas de la delincuencia, incluyendo la delincuencia descendente cometida por autoridades, la delincuencia política cometida por ciudadanos que buscan imponer ideales sociales, la delincuencia común cometida por particulares por beneficio personal, y la delincuencia multitudinaria cometida por grandes grupos. También menciona criterios etnológicos basados en la cultura de los pueblos y criterios ecológicos que distinguen entre delincuencia rural y urbana.
The document discusses the changing role of boards and principles for effective governance. It outlines 12 principles for boards, including constructing a partnership with executives, being mission-driven, engaging in strategic thinking, having a culture of inquiry, and being results-oriented. It provides examples of different types of healthcare boards and their fiduciary responsibilities. The role of boards is shifting from deference and micromanagement to being more engaged, prepared, and strategic in their leadership and oversight of organizations.
This document discusses strategies for building and maintaining an effective board of directors. It addresses board recruitment, development, and assessment. For recruitment, it emphasizes using a skills matrix to identify needed skills and developing a detailed director profile. It suggests screening candidates through interviews and reference checks. For development, it discusses providing information to directors and focusing on key attributes and skills. For assessment, it outlines evaluating board, committee, and individual director performance to improve governance and address issues like role confusion. The goal is to clarify responsibilities, identify training needs, and recalibrate workloads to prevent burnout. Both internal and external assessment methods are considered.
This document outlines the agenda and content for a board member workshop. The agenda includes sessions on dynamic board lessons, LinkedIn for Good, speed networking, and using financial data to inform strategy. Additional content discusses the legal duties of care, loyalty and obedience for board members. It covers types of boards including organizing, governing and institutional boards. Other topics include creating a dynamic board, the nine responsibilities of nonprofit boards, common governance gaps, and enablers for improving board performance such as leadership, processes, composition and self-assessment. Key takeaways emphasize the importance of roles, enablers, priority setting, and continuous self-improvement.
The document discusses corporate governance best practices. It provides an overview of governance structures and principles such as the roles of the board of directors and senior management in oversight, risk management, and internal controls. It also outlines common challenges for boards, governance pitfalls to avoid, and recommendations for establishing strong governance policies and practices in areas like transparency, accountability, and compliance. Sample agenda topics are given for both audit committee and board meetings.
The Future of Performance Management In An Era Of Uncertainty American Airl...Taryn Soltysiak
The Future Of Performance Management In An Era Of Uncertainty - American Airlines - Michelle Collins-Rodrigues Sponsored by IQPC Exchange at the Strategic performance and Change Management Conference
The Future Of Performance Management In An Era Of Uncertainty American Airl...Claudia Rubino
The Future Of Performance Management In An Era Of Uncertainty - American Airlines - Michelle Collins-Rodrigues Sponsored by IQPC Exchange at the Strategic performance and Change Management Conference
10 strategies to highly effective board meetings final.pptxmrollins57
Slides from a panel I moderated about running highly effective board meetings. I implemented many of these ideas into the board I now chair. It definately had a positive affect.
This document summarizes a board member workshop that took place on February 6, 2014. The workshop included the following:
- An agenda that covered welcome remarks, a session on dynamic board lessons, a discussion of using LinkedIn for nonprofit resources, and topic-specific breakout group coaching on governance, strategy, marketing, fundraising, and board recruitment.
- An overview of the legal duties of care, loyalty, and obedience that boards and directors have as trustees of public benefit corporations.
- A description of different types of nonprofit boards including organizing boards, governing boards, and institutional boards.
- A discussion of best practices for creating a dynamic board environment, the nine key responsibilities of nonprofit boards, and the
The document discusses what makes an effective board, including providing clear direction and oversight, accountability, ongoing education, and commitment to the organization's vision and members. It also covers the roles and responsibilities of boards and management, as well as best practices for board recruitment, meetings, and governance. Effective boards establish policies, hire and supervise leadership, and work to advance the organization's strategic goals.
This document provides an overview of effective management strategies and skills. It discusses key roles and behaviors of managers, including encouraging employees and recognizing their work. Other sections address good management practices, consequences of poor management, helping first-line managers, decision-making, different types of capital, and high-performance work. Additional topics include organizational health, globalization, competence classes, change management, performance reviews, trust, communication, big data, and psychological factors in the workplace. The document concludes with sections on psychological flexibility, improving communication, organizational excellence, employment, behavior, supervision skills, and a case for developing supervisory skills.
Meanings of Governance
Tests of Good Governance
Governance Common Issues and Problems
Good Governance Guiding Principles
Levels of Governance
Characteristics of Good Governance
Key Cooperative Actors
Functions of the Board of Directors
Board Good Practices
Board Relationships
Level up governance presentation dave litwiller - march 2013Dave Litwiller
The document discusses building better boards of directors for growth- and expansion-stage tech companies. It emphasizes focusing on high impact practices like executive sessions, CEO performance feedback, and continuous governance improvement. As companies evolve, boards should evolve their skills and composition as well, targeting directors that fill key needs as the business changes. Minutes should document all director discussions and considerations to improve board accountability.
The document summarizes the kick-off event for the Berkeley Board Fellows Program. It includes an agenda for the event with sessions on board governance, a panel, matching mentors and fellows, and discussions. It provides details on the program, including benefits for fellows and organizations, fellow and mentor commitments, the program year timeline, and resources available. A panel session includes lessons learned from past fellows and boards. Fellows and mentors then discuss project scopes and integrating the fellow into the board.
The document discusses developing high performance teams. It provides an overview of team building components including purpose, structure, motivation, dynamics, communication and respect among members. Effective team leadership is highlighted as understanding organizational context, goals, stakeholders and communicating clearly. High performing teams are balanced and implement processes to maximize efficiency through cooperation and buy-in from team members. Ten reasons for using teams are presented, including reducing stress, creating consensus, leveraging diversity, continuous improvement, and producing better solutions that get implemented because everyone is invested in the team's success.
The document discusses strengthening nonprofit boards. It outlines the journey of one organization from an informal management group to establishing a formal board with the right governance structures and documents in place. Key steps included targeting skilled individuals for the board, creating roles like chief executive, developing strategic plans and policies, and maturing the board through ongoing training and recruitment. The document emphasizes getting the right board mix, clear delegation of powers, and regular communication between the board and staff to strengthen the organization.
Two requirements for a successful board mentioned in the document are:
1. Having a clear understanding of roles and responsibilities among the board, leadership, faculty, and parents.
2. Strategic thinking by the board to provide support to the administration during a cultural change process regarding roles and responsibilities.
The document summarizes the principles and guidelines for board responsibilities and effectiveness according to the Malaysian Code of Corporate Governance 2017. It outlines that the board is collectively responsible for the company's long-term success and sustainable value delivery. The board governs strategic direction, provides oversight of management, and champions good governance and ethics. It also describes the key responsibilities of boards, chairmen, and company secretaries to ensure proper governance.
This document provides information and guidance about performance management for managers. It discusses the objectives of manager training on performance management and defines performance management as the process of managing people to do the right things and continuously improve. It explains that a formal performance management system helps align employee and company goals, drives engagement, and addresses legal obligations. The document outlines key steps in performance management like setting goals, coaching, and reviewing performance. It also discusses factors that can influence job attitudes and legal considerations around performance management.
Successfully leading a team requires different skills than individual work. Many managers struggle because they were promoted for individual skills but not people management skills. The 7 Habits for Managers program teaches managers to first manage themselves and then empower their teams to manage themselves through shared expectations. The program focuses on developing a manager's character over just their actions through applying mindsets, skills, and tools from the 7 Habits framework to become a leader who can consistently deliver results with and through others.
Berkeley Board Fellows places grad students as members of nonprofit boards of directors for one academic year. It is the largest Board Fellows program in the country and is co-sponsored by Haas Net Impact student group. Visit http://bit.ly/boardfellows
The document discusses key aspects of nonprofit business models and finances. It introduces components of the nonprofit business model including who/what the organization serves, how it operates, how it is financed, and where it works. It also discusses the concept of surpluses being reinvested in the organization. The document then explores differences between for-profit and nonprofit models in relation to customer fees and service costs. Key financial statements for nonprofits are outlined including the income statement, balance sheet, and rules around restricted and unrestricted assets. The importance of budgeting, variance analysis, and scenario planning are discussed to help nonprofits achieve financial sustainability while maximizing social impact.
October 27, 2015 (Berkeley, California): Conflicted Democracies and Gendered Violence: The Right to Heal, a research monograph. This pioneering publication is authored by an interdisciplinary and global collective of experts, and draws on work with women victim-survivors of conflict and mass violence in defining redress.
This research project was supported by the Center for Social Sector Leadership at the Haas School of Business, UC Berkeley. For more information on the Center, visit http://socialsector.haas.berkeley.edu
Beyond Emancipation provides support for youth aging out of foster care and probation systems. The organization evaluated starting a catering/food truck social enterprise to provide job training and financially support the organization. The board project evaluated the feasibility and recommended launching a catering business initially.
The document summarizes award recipients and internship highlights from the 2014 Haas Social Impact Fund. It describes several non-profit organizations and social ventures that received funding, including the Silicon Valley Social Venture Fund, REDF, and the National Parks Service. It also summarizes internship projects with these organizations, such as developing an impact investing strategy for REDF, consulting on public-private partnerships for the National Parks Service, and improving operations and the patient experience at San Francisco General Hospital.
This document discusses using financial data to inform strategic decisions for nonprofits. It begins by outlining some key differences in nonprofit business models compared to for-profit businesses, such as market failure, reliance on third-party payers, and difficulty accessing growth capital. It then discusses concepts like the nonprofit operating structure and financial model, how nonprofits generate surpluses to reinvest in programs and services rather than generate profits, and rules around restricted and unrestricted revenue and assets. The document advocates that increased use of financial planning tools can lead to greater accountability, responsiveness, business planning, financial performance, and surplus-generating business models for nonprofits.
Social Sector Solutions (S3), provides students with academic frameworks and practical hands-on experience in management consulting and consulting with nonprofit organizations. The course focuses on consultation teams working with select nonprofit clients to succeed in entrepreneurial ventures. The course is a partnership with the Center for Nonprofit and Public Leadership at the Haas School of Business and McKinsey & Company, a world-renowned management consulting firm. The course is co taught by Dr. Nora Silver, a professor at the Haas School of Business at University of California, Berkeley, and director of the Center for Nonprofit and Public Leadership and Paul Jansen, McKinsey & Company Emeritus Director of the Global Philanthropy Practice.
Social Sector Solutions (S3), provides students with academic frameworks and practical hands-on experience in management consulting and consulting with nonprofit organizations. The course focuses on consultation teams working with select nonprofit clients to succeed in entrepreneurial ventures. The course is a partnership with the Center for Nonprofit and Public Leadership at the Haas School of Business and McKinsey & Company, a world-renowned management consulting firm. The course is co taught by Dr. Nora Silver, a professor at the Haas School of Business at University of California, Berkeley, and director of the Center for Nonprofit and Public Leadership and Paul Jansen, McKinsey & Company Emeritus Director of the Global Philanthropy Practice.
Social Impact Consulting Career Panel 2014 featuring the following panelists:
Erin Billman, Principal at BluSkye
Gihani Fernando, Manager at Bridgespan
Rebecca Yael Weissburg, Associate Director at FSG
Champa Gujjanudu, Manager at PriceWaterhouseCoopers
Social Sector Solutions (S3), provides students with academic frameworks and practical hands-on experience in management consulting and consulting with nonprofit organizations. The course focuses on consultation teams working with select nonprofit clients to succeed in entrepreneurial ventures. The course is a partnership with the Center for Nonprofit and Public Leadership at the Haas School of Business and McKinsey & Company, a world-renowned management consulting firm. The course is co taught by Dr. Nora Silver, a professor at the Haas School of Business at University of California, Berkeley, and director of the Center for Nonprofit and Public Leadership and Paul Jansen, McKinsey & Company Emeritus Director of the Global Philanthropy Practice.
HPVANDME.ORG is holding a meeting on November 3rd in Berkeley, CA to discuss how to best structure its partnerships with other health organizations to prevent HPV and HPV-related cancers through education. They are seeking pro bono consultants to help determine the optimal agreements to establish when collaborating with partners, how to evaluate potential partners, and how partners can work together to maximize impact while reducing redundancy. Consultants should have experience with information campaigns, partnerships, branding, and data privacy.
1. Agung worked on an impact investment project in Indonesia for Unitus Impact that involved conducting market assessments, developing due diligence processes, managing a portfolio company relationship, structuring an impact fund legal entity, and screening deals. This work helped establish Unitus Indonesia Livelihood Impact Fund and connected Agung to impact investment networks in Indonesia.
2. Maya managed corporate partnerships and sales for a social enterprise that developed her product into one of Google's biggest customers, and she created a hunger awareness campaign for Twitter.
3. Pablo developed a financial model while interning at EDF to understand the costs and benefits of transitioning fisheries management programs, identifying $2.4 million in benefits from one transition scenario.
This document provides online resources for four project areas related to nonprofit management - finance, strategy, marketing, and governance. For finance, links are given to articles on fiduciary responsibilities, nonprofit funding models, reducing audit costs, and nonprofit budgets. For strategy, resources cover strategy development, alternatives to strategic planning, and business planning. Marketing links include a brand checklist, why nonprofits should invest in branding, and social media strategy. Finally, governance resources provide information on becoming a more effective board and a governance support model for nonprofit boards.
Presentation given to more than 200 attendees at the Berkeley Board Fellows program kickoff for 2013.
Oct 7, 2013
International House, Berkeley CA
For more information on the Berkeley Board Fellows program, visit http://bit.ly/boardfellows
The document summarizes the work of an organization called GOONJ in developing rural areas of India. Some key points:
- GOONJ collects unused goods and materials from urban areas and transports them to rural villages for development projects like building roads, schools, and sanitation infrastructure.
- Over the past 2 years they have carried out over 900 development activities across 21 states, focusing on sanitation, water, environment, and infrastructure projects.
- They employ innovative solutions like turning discarded cloth into sanitary pads, repairing old sewing machines to start stitching centers, and using discarded furniture and instruments to set up libraries and music programs.
- GOONJ aims to empower local communities and mobilize
The document contains summaries of projects completed by students for various nonprofit organizations. It includes the mission and vision statements of each organization, as well as a brief description of each project's objectives. There are multiple client organizations represented in the document.
The document summarizes Carla Javits' presentation on REDF's proposal for a Pay for Success program. The proposal seeks $20 million in grants from the Department of Labor to test interventions focused on employment outcomes for disadvantaged populations. REDF would partner with social enterprises that provide job training and transitional employment to help participants find permanent, higher-wage jobs. The intervention aims to significantly grow revenue and employment at social enterprises while also providing support services to transition more people into permanent positions.
The document summarizes biographies for 6 speakers at a career panel on social impact consulting. It introduces Colin Boyle as Deputy Director of UCSF Global Health Sciences with experience at Boston Consulting Group and Partnership for Organ Donation. It also introduces Jacquelyn Hadley as a Partner at The Bridgespan Group with experience at Levi Strauss and as a Harvard Business School graduate. Finally, it introduces Tim Carlberg, Leigh Fiske, Rachel Cuevas Rouda as consultants with experience in global health, strategy, and social science research.
This document describes 12 social impact consulting projects undertaken by students in a Berkeley Haas class. It provides brief descriptions of each client organization and high-level summaries of the challenges faced by each, including developing sustainability plans, business development strategies, impact investing programs, strategic plans, and more. The goal is to help nonprofit and public sector organizations maximize their social impact.
The document provides information about the 2013 S3 Clients program. The program connects student teams with nonprofit organizations to work on consulting projects. It aims to develop students' consulting skills while working on critical issues for social sector clients. Students lead projects from start to finish, receiving coaching. The course includes topics on consulting skills and the nonprofit sector. A variety of nonprofit organizations across different domains serve as clients for the student projects.
More from Center for Social Sector Leadership (19)
4. Boards and Directors have Legal Duties of
Care, Loyalty and Obedience
Hold public benefit corporation ―in trust‖ for the community
• An obligation to act in good faith • Be informed e.g.
Duty of – Attend meetings regularly
– with best interests of nonprofit
care in mind – with such care of a – Seek and review necessary information
reasonably prudent person • Exercise independent judgment
– Ask questions – avoid simply going along with
other directors
– Rely only on judgment of dependable sources
Duty of • An obligation to keep
confidences of nonprofit and • Avoid self-dealing transactions
loyalty avoid actions that benefit self at • Where directors’ firm provides services
expense of nonprofit or products to nonprofit, make conflict known
to board, recuse self from discussions/votes
Duty of • Required directors to comply with • Understand mission and bylaws
applicable laws, adhere to • Ensure regulatory filings completed
obedience bylaws and remain guardians of • Require operation audit and policy review
the mission
4
5. Types of Boards
Organizing Board
– small, homogeneous, informal
– committed to purpose
– Very hands on to support start up
Governing Board
– larger and more diverse board
– committees become important
– shared authority between board and staff: board chair and
executive director are principal leaders
– transition to governing board takes at least 3 years and a lot of
staff time
Institutional Board
– very large (35-60 or more)
– prestigious -- includes large donors or those with access to funders
– accepts significant responsibility for fundraising
– often delegates some governance to executive committee
5
6. Creating a Dynamic Board
Environment
• Monitor external and
internal environment to
prioritize areas for
Board attention
• Ensure quality
performance across 3
primary Board roles
• Develop a set of enabling
practices around Board
Monitor and improve performance
composition, size
structure, processes, and
staff relationships
Enablers
6
7. 9 Responsibilities of Nonprofit Boards
• Select, evaluate
• Shape, clarify
and develop CEO
mission and
vision • Ensure adequate
financial
• Engage actively
resources
in strategic
decision making • Lend expertise;
and policy provide access to
decisions people
• Enhance
reputation of
Monitor and improve performance organization
• Oversee financial management, ensure
appropriate risk management
• Monitor performance, ensure accountability
• Improve board performance 7
8. Responsibilities of a Non-Profit Board: Importance Ratings
Q: Over the next one to two years, how important is it for your Board to focus on:
1. Clarifying the organization’s mission
Shape or vision 1 2 3
Mission and
Strategic 2. Resolving key strategic or policy
Direction issues 1 2 3
3. Developing CEO capabilities
1 2 3
4. Developing financial resources to
Ensure
support strategy 1 2 3
Leadership
and 5. Providing expertise or access to
Resources support organizational priorities 1 2 3
6. Building the reputation of the
organization with key stakeholders 1 2 3
7. Overseeing financies and ensuring
adequate risk management 1 2 3
Monitor and
8. Assessing performance against
Improve mission and key program priorities 1 2 3
Performance
9. Improving Board performance
1 2
Medium 3
Low High
Rated Importance
Group Average Group Response Range
8
9. The Governance Gap
• 97% said that a high-performing board was important to a high-performing
nonprofit...
— However, only 19% said they were tapping their boards’ full potential
• 94% felt that their boards provide the appropriate level of strategic guidance…
— However, only 46% thought that their directors would be able to summarize both
the mission and the vision of their organizations
• 77% of respondents indicated a desire to improve board fundraising, but…
— Just 21% set individual board member fundraising goals
— Just 38% provided fundraising training
— Moreover, a mere 16% reported having individual board members receive formal
feedback on their performance at a regular interval
• Source: McKinsey survey of social services organizations
9
10. Board Performance GPA
Survey response to ―give your board a letter grade‖ on each dimension
Understanding mission
Financial oversight
Legal/ethical oversight
Supporting CEO
Knowledge of programs
Director view
Monitoring performance
CEO view
Strategic planning
Community relations
Increasing diversity
Fundraising
0 1 2 3 4
Source: Boardsource Nonprofit Governance Index 2010 10
11. 5 Enablers are Key to Closing Execution Gap
• Size and structure are a balancing act but must ensure
coverage of 9 responsibilities
• Effective leadership must drive for a true partnership at
board and committee level
• Composition requires needs-based management and a
graceful transition mindset
• Sweating the details on process is critical to board
function and engagement
• A trust-based relationship with CEO is the underlying
foundation
11
12. Summary Take-Aways
• Roles Matter: There are 9 clearly defined responsibilities of a nonprofit
board, with a gold standard of performance for each. Increasing emphasis
on:
• Multi-year planning
• Performance measurement and accountability
• Risk management
• Sweat the Enablers: Good governance is execution
• Pay attention to the enablers of execution, including the small stuff
• Board Chair as CGO
• Understand and address the ―human‖ aspects of director interests and
styles
• Pick Your Battles: There are lots of ways boards, as entities and directors as
individuals, can help. Pick your spots carefully to allot valuable time where
needed most
• Look in the Mirror: Invest significant time in board evaluation and continuous
12
improvement
13. AA Good Board is a
Victory, Not a Gift
Cyril Houle
13
14. Learning from our Shared Experiences
(10 min)
• Use Post-its to capture your answers to 4 questions
and post them for all to see
1. What does your board do well? (add org name)
2. What can your board improve?
3. What works that you can share with others?
4. Advice for the Board Fellows program?
• Put initials on your answers and post them (one
answer per post-it) to each of the 4 areas in the
room
• We will share greatest hits and themes a bit later
14
15. Breakout Group Coaching
• Board Officers and Leadership – Jay & Bob
• Marketing: New techniques and technologies to
get your message out – David
• Governance and Board Development – Colin &
Paul
• Fundraising –Jamie & Nora
15
16. Board Experience Shared Learnings
• Themes
• Greatest Hits
• Take a few minutes to walk around and look at
the postings of your peers
16
17. Individual Coaching
• Coaches are available to speak with you 1 on 1.
• Your opportunity to:
– get individual questions answered
– meet one of the coaches you haven’t already
– follow-up on a discussion
• If not, you’re done and we appreciate your
participation
17
Editor's Notes
Welcome to the Board Fellows Program Kick-off I have been communicating with most of you, reading applications and really excited to see you all here together today.We are delighted to see students, mentors, nonprofit staff and board members represented today
The purpose of today isProvide the opportunity for fellows and mentors to meet one another and to plan for the year aheadProvide a chance for all participants to meetExplain program expectations, roles and responsibilitiesProvide an introduction to best practices in board governanceGive you a chance to hear from past participants and ask questions Introduce and thank Nora, Evin and Jean