Boards & Executive Directors

Law 102 for Boards

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A while ago I came across a U.S article on the importance of non-profit organizations paying attention to how the law distinguishes between employees and contractors. Here was a topic that seemed timely given all the discussion of new types of work places. I wondered then if there was a Canadian piece on this topic and whether the laws here were similar?

Fast forward. There is and they are. But this inquiry led me to explore several other areas of law that need to be followed by non-profits. The laws affecting organizations are important enough that volunteer boards need to know what key rules affect their non-profit’s conduct. However, boards may not need to know all the details. Read on.

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Law 101 for Boards

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I am sure that most non-profit leaders are aware that certain laws that need to be followed by their organization. But if asked, could a typical director name them, let alone describe what matters the laws cover? Possibly not. Can a board member easily become familiar with his/her organization’s legal responsibilities? Yes.

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Board Members as Ambassadors

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Your non-profit’s board members diligently show up at monthly meetings. They are interested in the work of the organization and engaged in the issues around the board table. But do board members have a role outside of board meetings in building bridges to the wider community? If so what does this look like?

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A Ready-Made Staff Survey

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So, you have full confidence in the ability of your executive director and have a good HR policy in place. But, as a board how do you know for sure that staff is happy and being managed well?  Isn’t part of your governance responsibility to ensure your non-profit is a good workplace? And, isn’t HR one of the key area of executive director performance evaluation?

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Repurposed Meetings

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Non-profit board meetings seem to stick very close to the standard “business meeting” format. Are they only option for boards and executives to do their work together? 

Maybe it is time to push back a little on our reliance on customary board meetings.  There are other kinds of meetings that can, and should be, incorporated into the governance calendar. Repurposing some meetings offers hope to those wanting not only to be good stewards of their organization but to grapple with the larger issues facing their communities.

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Executive Evaluation Abridged

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The evaluation of the executive director or CEO is one of the most important responsibilities of a non-profit board. It is recommended that these occur annually. But a carefully considered and meaningful evaluation is a big undertaking for a group of volunteers. What if there was an attractive option to help take some of the pressure off?

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Governance as a Bus

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In 2001 Jim Collins, an American consultant, became a star in management circles with his book, Good to Great: Why Some Companies Make the Leap…And Others Don’t. In it he compares a business to a bus and the leader to the bus driver. Today, people often say that business success is dependent on getting the right people on the bus.

A similar metaphor can help us in understanding the work of non-profit governance. As you will see though, it has a different twist.

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Refurbuishing Your Chair

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Would you be surprised to learn that a recent study revealed that 73% of board chairs would welcome feedback on their performance? How about that this majority crossed gender, organization type and even board chair experience categories. Such a finding certainly opens the door to dramatically improving how well boards’ function and seeing some changes quickly.

Ok, no such study exists. It is likely though that board chairs are as open as anyone to suggestions for improving their effectiveness. Such improvements could include a better understanding

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Yin & Yang and Boards

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The idea of my trying to connect the ancient Chinese philosophy of Yin and Yang to non-profit governance predates the addition of Gracie, the border collie, to our household. As pervasive as pet photos are, it is pure happenstance that her looks provide a good visual metaphor. Perhaps the notion of Yin and Yang offers some insight into her character.

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Board Orientation Rejigged

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Board orientation refers to a process for helping newly elected directors contribute fully, and as early in their term as possible, to the governing work of the board. Very often it takes the form of a special meeting designed to provide information to these directors about their responsibilities and the operations of the organization.

Is it enough to assume that the goal, simply stated, is to transfer important information and respond to questions from new directors? From an adult education perspective I think board orientation could benefit from the articulation of some specific learning objectives

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