This was the presentation I did at the most recent 2009 BoardSource Leadership Forum(BoardSource Annual Meeting) that received the highest ratings of any presentation at the entire conference.
An overview of the Board's 3 key responsibilities and building 15 minutes into each meeting to discuss strategic issues. With special mention of Dr. Ken Haycock from whom I have learned so much about Board governance.
Hear from Nexus' new CEO, Dr. Michelle K. Murray, on her leadership style and what the organization can expect in the years to come. This issue also includes articles on how to be heard at work, budgeting, Nexus COA re-accreditation process, the upcoming legislative session, and Nexus' 7th Annual Conference.
This was the presentation I did at the most recent 2009 BoardSource Leadership Forum(BoardSource Annual Meeting) that received the highest ratings of any presentation at the entire conference.
An overview of the Board's 3 key responsibilities and building 15 minutes into each meeting to discuss strategic issues. With special mention of Dr. Ken Haycock from whom I have learned so much about Board governance.
Hear from Nexus' new CEO, Dr. Michelle K. Murray, on her leadership style and what the organization can expect in the years to come. This issue also includes articles on how to be heard at work, budgeting, Nexus COA re-accreditation process, the upcoming legislative session, and Nexus' 7th Annual Conference.
Engaging HR & Marketing Employees in Nonprofit Board Service Taproot Foundation
We heard from HR professionals. We heard from marketing professionals. They want to use their skills to make a difference in their communities. Is your company ready to respond?
- 87% of HR professionals and 92% of marketing professionals surveyed expressed interest in nonprofit board service
- Board service can offer employees invaluable professional development experience in addition to amplifying the strategic impact of your company’s community investment goals
Of all the ways you can engage your employees in the community, pro bono and board service hold the greatest potential for deep impact.
Check out this presentation to learn more about ways your HR & Marketing professionals can drive impact for a nonprofit board.
For more information, check out: http://www.taprootfoundation.org/leadprobono/board_service.php
Leadership Excellence in Action- A Roadmap to Inspire and Engage People and Teams
Learning objective: Increase techniques for strengthening team leadership
The concept of leadership is talked about so much we all should be experts. We use and hear words like inspire, engage, and motivate as we seek real solutions to leadership challenges. This workshop looks at the concept of leadership in action. What behaviors, knowledge, and skills do you need to grow and develop as a leader? How will you measure success? What unique qualities, power, and influence impact people and teams? Engage with federal executives and discover ways to turn YOU into tangible leadership value. This road map will take you from good to great leadership.
At the end of this workshop, participants will be able to:
a. List sources of power needed to be influential
b. Take a self-assessment to identify personal leadership strengths
c. Explore the art of delegation and effective team leadership
d. Explore the role of feedback and performance measures
e. Create an action list with and explore plans to measure success
With five different generations in the workplace, you may experience conflicting work styles, preferred methods of communication and uses of technology. Learn how to be most successful when working with each of the generations. Once you understand their values, expectations and priorities, you can more effectively market yourself.
What You will learn:
• How to be successful in this environment of different generations
• How to implement a personal strategy and work effectively with people in all five generations
Calling All HR Professionals : Nonprofit Boards Need You Taproot Foundation
Nonprofit boards need HR professionals. Taproot and BoardSource interviewed and surveyed HR professionals who served and who hadn’t served on nonprofit boards, and here’s what we heard:
- 87% of your HR peers surveyed expressed interest in nonprofit board service
- Professional skill development was listed as the #1 reason to join a board
- 96% of your HR peers who have served on boards believe it is important to share their HR expertise with the nonprofit
You can play an incredibly valuable role on a board - from counseling a nonprofit CEO during crisis situations involving personnel, to recruiting and engaging new board members, to conducting a skills assessment of the board.
Check out the presentation to learn more about ways HR professionals can drive impact for a nonprofit board.
For more information, check out: http://www.taprootfoundation.org/leadprobono/board_service.php
Becoming Your Best: New Executive Director Training nado-web
Whether you have been on the job for 3 days or 3 years, you probably feel as if you have a long way to go in terms of feeling comfortable as an RDO executive director. This session was developed by a former RDO executive director who went through many of the same situations you are facing today. Not only will he share his experiences, but he will walk you through a series of group exercises aimed at helping you develop skills needed to navigate through tough situations, better communicate with your many audiences (staff, board, funders, stakeholders), overcome the angst of transitioning from peer to boss, engage your staff, maintain current programs while bringing on new ones, hone in on your “inner leader” skills and talents, and much more. New executive directors, and those in need of a re-charge, will find the content and conversation extremely valuable.
Steve Etcher, Manager, Location Strategies, MarksNelson, Kansas City, MO
Managing Conflict During (and After) Non-profit Mergers and Collaborations4Good.org
In today’s environment, many non-profits are called on to strategically collaborate, or merge, in order to continue to fulfill their mission, serve their clients and have an even greater impact. While these collaborations and mergers can be in the best interest of a non-profit’s fiscal health and ability to thrive, they can spark conflict, tension and misunderstanding among staff, board and constituents.
Engaging HR & Marketing Employees in Nonprofit Board Service Taproot Foundation
We heard from HR professionals. We heard from marketing professionals. They want to use their skills to make a difference in their communities. Is your company ready to respond?
- 87% of HR professionals and 92% of marketing professionals surveyed expressed interest in nonprofit board service
- Board service can offer employees invaluable professional development experience in addition to amplifying the strategic impact of your company’s community investment goals
Of all the ways you can engage your employees in the community, pro bono and board service hold the greatest potential for deep impact.
Check out this presentation to learn more about ways your HR & Marketing professionals can drive impact for a nonprofit board.
For more information, check out: http://www.taprootfoundation.org/leadprobono/board_service.php
Leadership Excellence in Action- A Roadmap to Inspire and Engage People and Teams
Learning objective: Increase techniques for strengthening team leadership
The concept of leadership is talked about so much we all should be experts. We use and hear words like inspire, engage, and motivate as we seek real solutions to leadership challenges. This workshop looks at the concept of leadership in action. What behaviors, knowledge, and skills do you need to grow and develop as a leader? How will you measure success? What unique qualities, power, and influence impact people and teams? Engage with federal executives and discover ways to turn YOU into tangible leadership value. This road map will take you from good to great leadership.
At the end of this workshop, participants will be able to:
a. List sources of power needed to be influential
b. Take a self-assessment to identify personal leadership strengths
c. Explore the art of delegation and effective team leadership
d. Explore the role of feedback and performance measures
e. Create an action list with and explore plans to measure success
With five different generations in the workplace, you may experience conflicting work styles, preferred methods of communication and uses of technology. Learn how to be most successful when working with each of the generations. Once you understand their values, expectations and priorities, you can more effectively market yourself.
What You will learn:
• How to be successful in this environment of different generations
• How to implement a personal strategy and work effectively with people in all five generations
Calling All HR Professionals : Nonprofit Boards Need You Taproot Foundation
Nonprofit boards need HR professionals. Taproot and BoardSource interviewed and surveyed HR professionals who served and who hadn’t served on nonprofit boards, and here’s what we heard:
- 87% of your HR peers surveyed expressed interest in nonprofit board service
- Professional skill development was listed as the #1 reason to join a board
- 96% of your HR peers who have served on boards believe it is important to share their HR expertise with the nonprofit
You can play an incredibly valuable role on a board - from counseling a nonprofit CEO during crisis situations involving personnel, to recruiting and engaging new board members, to conducting a skills assessment of the board.
Check out the presentation to learn more about ways HR professionals can drive impact for a nonprofit board.
For more information, check out: http://www.taprootfoundation.org/leadprobono/board_service.php
Becoming Your Best: New Executive Director Training nado-web
Whether you have been on the job for 3 days or 3 years, you probably feel as if you have a long way to go in terms of feeling comfortable as an RDO executive director. This session was developed by a former RDO executive director who went through many of the same situations you are facing today. Not only will he share his experiences, but he will walk you through a series of group exercises aimed at helping you develop skills needed to navigate through tough situations, better communicate with your many audiences (staff, board, funders, stakeholders), overcome the angst of transitioning from peer to boss, engage your staff, maintain current programs while bringing on new ones, hone in on your “inner leader” skills and talents, and much more. New executive directors, and those in need of a re-charge, will find the content and conversation extremely valuable.
Steve Etcher, Manager, Location Strategies, MarksNelson, Kansas City, MO
Managing Conflict During (and After) Non-profit Mergers and Collaborations4Good.org
In today’s environment, many non-profits are called on to strategically collaborate, or merge, in order to continue to fulfill their mission, serve their clients and have an even greater impact. While these collaborations and mergers can be in the best interest of a non-profit’s fiscal health and ability to thrive, they can spark conflict, tension and misunderstanding among staff, board and constituents.
In the year 2002, Warren Buffett made an admission that he had not been as vigilant as he should have been in his role as Director of the various subsidiaries of his holding company, Berkshire Hathaway. In a letter to the shareholders he wrote “ Too often I was silent when management made proposals that I judged to be counter to the interest of the shareholders. In those cases, collegiality trumped independence and a certain social atmosphere presides in boardrooms where it becomes impolitic to challenge the Chief Executive.
Kevin Sharer, Chairman of Amgen, the US biotech company, portrayed a very different relationship between board and chief executive. “ Working with the board is vital, complex, and beyond your prior experience. It is among the most complex human relationships, especially if you are the chairman, when you are their boss, and they are your boss. Get the relationship right or it will hurt you.
These two very different experiences open a new book, Boards that Lead- When to take charge, When to Partner and When to stay out of the way. The central premise of the books is a plea. “ Governing boards should take more active leadership of the enterprises, not just monitor its management?
The growing complexity of markets and strategy, the authors say, is one of the biggest challenges for board members. It also means that they cannot afford to sit back and rubber stamp executive’s plans.
Boards often fail to do their job, they point out, for example failing to do their due diligence. They cite the example of Yahoo’s Chief Executive Scott Thompson. After a few months in the post, it was discovered that he had listed a degree in both accounting and computer science, but had actually earned only the first.
A good book to read move from Delivering to Leading.
Happy Reading
Microsoft - Caso Di Successo Luisa Spagnoli SpaIstante Srl
La nota casa di moda di Perugia ha deciso
di abbandonare totalmente l’ambiente Linux e di passare a Microsoft Exchange Server 2003 per innovare il proprio
sistema di gestione della posta elettronica,
che risultava non più in grado di sostenere in maniera affidabile ed efficiente i volumi di informazioni in transito nelle caselle postali degli utenti.
La migrazione ha richiesto soli due giorni complessivi: oggi gli utenti scambiano documenti e disegni CAD in tutta semplicità utilizzando un ambiente a loro familiare.
Después de haber entregado unos cuantos certificados energéticos a los clientes nos hemos dado cuenta que la gran mayoría no sabe interpretar correctamente el informe, por eso hemos creado la GUÍA PARA INTERPRETAR UN CERTIFICADO ENERGETICO.
Diversity of Thought – what is it and how do you implement it as a Diversity initiative
Learning objective: Discuss creating an environment of diverse thinkers and improving successful business strategies
Diversity is a resource to be accessed and utilized for superior performance and innovation in part because of “more-than-one-way- thinking” which results in innovation and creates an agile workforce. Access to diversity of thought is blocked unless organizations also create an environment of fairness, non-discrimination, respect, trust and where employees feel that their voices matters. The social justice side of the diversity conversation is directly linked to the performance side, without it, Diversity of Thought is a human resource withheld. Diversity of thought allows for differing perspectives on ideas and unique insights into problems, it creates opportunities for innovation and partnerships in unexpected places where ideas will develop into newer and more forward-thinking ideas that can be implemented as successful business strategies.
At the end of this seminar, participants will be able to:
a. Identify Diversity of Thought and it’s evolution
b. Understand the challenges to creating a culture that Embraces Diversity of Thought
c. Implement and measure Diversity of Thought
d. Explore the Four Point Sequence and the Predictive model framework
Please Follow directions or I will dispute!Please answer origi.docxbunnyfinney
Please Follow directions or I will dispute!
Please answer original forum with a minimum of 250 words and respond to both students separately with a minimum of 100 words each
Page 1 Original Forum with References
page 2 Justin response with references
page 3 Giovanni response with references
Original Forum
Examine your organization and leadership through the following questions:
1. How does your organization foster trust and open communication?
2. How is teamwork, power, and authority defined? Look deep at self interest vs. a common goal and empowerment.
3. What are the goals that people share in common? Motivations?
4. How would you describe the culture and leadership from the top down?
5. What recommendations do you have for your organization to enable others to act?
Your initial post should demonstrate and integration of readings and lessons to support your views.
Support your work with references and intext citations.
Student response
Justin
I work in a small budget office that has four members and is a part of a bigger finance office of 12. Between our small office, communication from the top to the bottom is extremely good and all trust each other very well. I believe our top manager is a strong leader and he creates a culture that embraces working together and encourages us to speak about problems at work if one arises. At the same time, he allows us to take risk and will allow us to work the way that works best for us. Leadership does not care how we get to a point as long as the end goal is achieved which does allow us to feel empowered. If we have a question, they just want us to work together to try and search for the solution but will help us once we give our thoughts or if it is time sensitive.
I do think we share a common interest or vision to provide strong budget advice to our commanders and resource advisors so they can execute their budgets legally and efficiently. I do see issues with personal goals getting in the way from time to time though. I think we build such good relationships that leadership hesitates to say anything when someone does focus on their own self-interest over the goals of the office. I find it interesting that some studies actually show leaders that promote a little value in promoting self-interest usually increases the follower's trust in the leader (Scherwin, 2009). I see this in our office. Our leaders help us with promotion, take care of family, and urgent personal tasks when time allots. I honestly think it encourages us to work harder towards the shared goals of the office when the work load is heavier and to have each other’s backs.
No office is perfect and always can improve. Leaders should always be pushing for improvement and looking for ways to improve any part of the group. For the finance office I work in, I would recommend that the leaders do try to make accountability more of a factor. Many times, leaders in the larger office will not ...
Ellwood Atfield: Key Success Factors for Advocates and Advocacy Teams - Genev...NataliaKurop
Author Mark Dober, Managing Director of Ellwood Atfield's Brussel's, office shares his latest research entitled: ‘Key Success Factors for Advocacy and Advocacy Teams’
Last segment of our book on Negotiation and Decision-making. Manhattan Elite Prep offers GMAT, SAT, GRE, LSAT, TOEFL, MCAT preparation class, course, tutoring & tips. Also offers MBA, Graduate School, law school & college admissions consulting, language, computer and career training. Call 888-215-6269 or visit http://www.manhattaneliteprep.com/
The presentation was made during the Community Service Public Relations Council's annual Spectrum Conference on May 20, 2014.
Program Description: Are you new to a leadership position? Do you aspire to take on a leadership role in your organization?
Do you want to be a better leader or improve your leadership skills? We will provide a “buffet” of
leadership elements to help you improve your capacity to lead. View the selections and sample small
portions on communicating, resolving conflict, project planning and management, goal setting, and
listening. You might have more of an appetite for some offerings and less for others, but there will be
something to satisfy everyone’s hunger for successfully leading themselves, a team, or organization.
While an effective board has always been important, it is especially essential in periods of economic turbulence. Board members who offer independent insights from their own experience, and provide access to external resources are critical to management when making decisions key to organizational viability. Building and sustaining a high performance board requires an investment of time, the right leadership and a thoughtful strategy. It is important to align the board’s role and its members’ expectations with the nonprofit’s stage of organizational development. Without proper stewardship, tension can arise when what an organization needs from its board transcends members’ understanding of their role .
Managerial Group Relationship,
A managerial group relationship refers to the dynamics and interactions among individuals who hold managerial positions within an organization. These relationships play a crucial role in shaping the overall functioning and effectiveness of the management team.
Here are some key aspects of managerial group relationships:
Communication: Effective communication is vital for building and maintaining strong relationships within a managerial group. Managers need to communicate openly, honestly, and frequently to ensure that information flows smoothly and that everyone is on the same page.
Trust and Respect: Trust and respect are the foundation of any healthy relationship, including managerial group relationships. Managers should trust and respect each other's expertise, decisions, and contributions. Trust enables collaboration, fosters teamwork, and promotes a positive work environment.
Collaboration and Cooperation: Managers within a group should work together collaboratively, rather than in silos. They should share knowledge, resources, and ideas, and collaborate on projects and problem-solving. Cooperation among managers strengthens the overall effectiveness of the management team and enhances organizational performance.
Support and Encouragement: Managers should support and encourage each other's professional growth and development. They should provide feedback, guidance, and mentoring when needed. A supportive managerial group fosters a culture of continuous learning and helps individual managers reach their full potential.
Conflict Resolution: Conflicts are inevitable in any group, including managerial teams. However, effective managerial group relationships involve the ability to handle conflicts constructively. Managers should be skilled in resolving conflicts through open dialogue, active listening, and finding win-win solutions that address the underlying issues.
Shared Goals and Vision: A strong managerial group relationship is built on shared goals and a common vision for the organization. Managers should align their objectives and strategies, ensuring that they work collectively towards the achievement of organizational objectives.
Role Clarity and Coordination: It is important for managers to have clear roles and responsibilities within the group. Role clarity helps in avoiding overlaps and ensuring smooth coordination. Managers should have a clear understanding of each other's roles and actively coordinate their efforts to maximize efficiency and minimize duplication.
Overall, a positive and effective managerial group relationship promotes a collaborative, supportive, and productive work environment. It enhances decision-making, problem-solving, and organizational performance, ultimately leading to success for the organization as a whole.
Success is about talking truth. Understanding People, and Influencing the decision making.
Leadership about understanding situation and taking decision. Leadership is understanding People.
Are unresolved conflicts affecting team functioning? Would you like to make conflict a source of growth for your team? Would like a road map to get there?
Managing team conflict effectively is the art of fostering trust, resolving conflicts as they arise and facilitating productive communication. Highly functioning teams can debate challenging topics, make tough decisions, and hold each other accountable for results.
Similar to Deliberating Differently in the Boardroom (20)
1. Presented & Facilitated by: Susan Meier V.P. Training and Consulting – BoardSource & Michael G. Daigneault, Esq. Senior Governance Consulting – BoardSource Deliberating Differently: How Can Boards Make Better Decisions?
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35. It was great… Thanks! Thank you… Let us know how BoardSource can help you! BoardSource 1828 L Street, N.W. Suite 900 Washington, DC 20036 Phone: 202-452-6262 Fax: 202-452-6299 www.boardsource.org
Editor's Notes
If a board were to become an “exceptional” board what might the benefits be?
Example: A children’s museum in the east that provides educational services to low income children exemplifies the constructive partnership between a very strong, knowledgeable, open CEO and a very diverse, independent-minded board, both of whom are committed to airing and understanding diverse points of view and investing the time to build consensus. The board composition is extremely diverse, with a mix of social, economic, ethnic backgrounds, gender, and businesspeople and community activists. Board members are deeply committed, putting in long hours to grapple with difficult issues, collaborative. The CEO believes in a strong board, and approaches them with candor, honesty, frankness of conversation. They have an extraordinary partnership as a result. Independent minds work hard at coming to agreement, covering all issues, making sure that all points of view are heard. Provided by Fred Miller Engage and energize their members Expose full range of opinions Make better decisions Own and support their decisions Mutual respect, trust Actively-managed group dynamics Openness to questions, challenges, and differences of opinion Multiple sources of information Members work well with each other Receive and review materials in advance Convene well-organized meetings Focus meetings on fiduciary duties Exceptional Boards = The Source of Power x Responsible Boards
These principles come together to creating the Governance as Leadership approach. The three types of governance, all created equal, form a system that can help to realize full value of the board’s collective time and talents. (An alternate graphic here might be a three legged stool to get across the idea that governance isn’t complete or is out of balance if all three governance modes aren’t in operation .)
(Note: I got rid of the “Type I”, “Type II” and “Type III” labeling) Fiduciary is the traditional oversight role Focused on protecting and maximizing tangible assets Using these assets to advance the mission Maintaining legal and ethical behavior – duties of care, loyalty, and obedience “this is the bedrock of governance – the fiduciary work intended to ensure that nonprofit organizations are faithful to mission, accountable for performance, and compliant with relevant laws and regulations….If a board fails as fiduciaries, the organization could be irreparably tarnished or even destroyed.” pg 8 The “what” is being accomplished questions… GROUP QUESTION: What are some examples of when you are doing “Fiduciary Work” as a board from past agendas?
Examples of good facilitation styles, BUT the emphasis is that these would occur in regular board meetings and not just “retreat-setting”, so leadership needs to have improved facilitation skills and be willing to take some risks Also, more small group breakouts are applicable… “…curb the dysfunctional politeness and ‘groupthink’ that chill generative thinking. Groupthink theory holds that unless one trustee raises doubts, no trustees raise doubts.”
Shifts From conformance to performance and from inside to outside the org Not “Are we doing things right?” but “Are we doing the right things?” Mostly “How-to” questions “Without (Strategic), governance would have little power or influence. If the board neglects strategy, the organization could become ineffective or irrelevant.” pg 8 Fuzzy Line in the Sand At the intersection of the nonprofit and for-profit worlds/mindsets – Biz folks may think this way more intuitively than NP staff on the front lines of direct service delivery PLUS, directors selectively assist with implementation (e.g., fundraising, advocacy) – Place where board and staff can/should work together best, where they bring complementary skills and perspectives Glitch Problem has been that NP leaders mistake business planning for strategic planning and treat it as an oversight function Tend to focus on the technical aspects – Is that feasible? Beginning to look at it through competitive lens – Customer focus, comparative advantage, core competency GROUP QUESTION: What are some examples when your board has been in this strategic mode in past board meetings? Or, Declare some future success and ask participants to complete: “this priority would not have been achieved if the board had not ____.”
Strategic THINKING not PLANNING (this shift takes care of strategic planning “disillusionment”, moves away from the once every three years, whether we need it or not, episodic event Draws on insight, intuition, and improvisation Mantra of the day is BHAGs (big hairy audacious goals) – BHAGs are hard for CEOs wedded to status quo/biz as usual Takes some distance from the day-to-day routine We have a lot of history with this area recently – To make this leap, form needs to follow function Structures Committees should not mirror org depts/functions but rather strategic imperatives Use ad hoc task forces and advisory councils not standing committees Meetings Restructure to make sure you “put the red meat on the boardroom table” Look at agendas and see if you can correctly deduce the org’s priorities Communication and Information Board members need to ask good questions, not give good answers To do that, they need good information and context– from experts, constituents, etc. in- and outside the org PLUS, directors selectively assist with implementation (e.g., fundraising, advocacy)
Definition It’s what comes first – It generates the other important decisions about mission and strategy, problem-solving and decision-making. “Generative thinking is where goal-setting and direction-setting originate.” pg 89 A different “mental map depicts the expressive aspects of organizations, where people are concerned not with productivity or logic alone, but also with values, judgments, and insights.” pg 30 “… generative thinking produces a sense of what knowledge, information, an data mean.” pg 84 Generative Work can be defined as any discussion or activity that intends to make sense of the organization, or any part of the organization, or its internal and external environment Happens sometimes in the boardroom – a board member says, “I don’t understand what this means?” or “Can someone help me make sense out of this?” – but, is too easily dismissed if the majority want to be on the strategic or fiduciary page… Or, in the positive – “When you put it that way, it does make sense. Or “When I look at it that way, I do see things in a different light.” What it is and isn’t? Implicit, rather than explicit. Gets to the heart of values and vision. Thoughtful, rather than technical Framing the problem, rather than finding the solution Making sense of knowledge, information, and data, rather than looking for an answer in them Telling a story, not making a case Get whole board involved early in Generative Work– The opportunity to influence generative work declines as issues are framed and converted into strategic options and plans over time.
These are about what is different by overlaying the Generative Work on top of the Fiduciary and Strategic Work…
Principles to Emphasize: Time spent doing Generative work cannot be predetermined or budgeted for Note: Starting with Practices and the next slide these are practical ways that a board can re-organize itself around more generative work… Hypothesis – Standing committees are great for performing Fiduciary work, but have limitations with Strategic/Generative because are locked into a fixed paradigm that they are measuring, Task Forces are great at Strategic work but only after being handed the Generative principles or guidelines from a full board discussion, and Boards could use more small group breakouts during the board meeting to do generative thinking…
On Composition – need people that bring these types of capital instead of the old position audit (i.e., one banker, one real estate agent, etc.)… On Assessment – emphasize that all three modes need to be assessed for board performance…
Barriers to a “Culture of Inquiry” CEO’s perception of the board’s value Format/focus of board materials CEO and Board Chair’s role in meetings Overall board inattentiveness to ideas Lack of engagement Structure of meetings Mental maps “ Group think” Lack of authenticity Bounded awareness
Mental Maps
Exceptional boards embed learning opportunities into routine governance work and cultivate them outside of the boardroom. Board members, especially new ones, need guidance in governance duties, nonprofit practices and the organization’s field of endeavor. Long-time board members also benefit from a regular exchange of information with fellow board members. These continuing education conversations are important ways to pass on knowledge and to nurture board relationships.
MD
MD
MD This surely will end the workshop on a note of humor!!!