nonprofit capacity conference how to leverage your board art medici, newport board group

Nonprofit Capacity Conference

How to Leverage Your BoardArt Medici, Newport Board Group

Agenda

1. Two Primary Types of Boards1. Two Primary Types of Boards

2. Filling the Gaps2. Filling the Gaps

3. Leadership/ Mentoring3. Leadership/ Mentoring

4. Questions and Discussion4. Questions and Discussion

Your Board

What type do you have?

What type do you want?

Traditional vs. Corporate

Board Responsibilities

Setting the strategic direction Approving the strategic plan Approving the budget Setting policies Holding leadership accountable Ensuring long-time viability

Corporate Board

More Professional More Flexible More Efficient

Traditional Board

Agendas that seem endless Committee meetings last for hours Lengthy discussions about minor items Heated exchanges about personnel

How do They Differ?

Board Involvement and Communication

Corporate Traditional

Simplified board structure Complex board structure

Board talent addresses policy Addresses policy and operations

Board uninvolved in operations Staff time required to educate

Staff inputs on key decisions Low value placed on staff input

Clear communications lines Complex communication lines

Board Involvement and Communication

Corporate Traditional

Reduced time to decision Increased time to decision

Hires only the CEO CEO and other staff

Rigorous assessment of CEO Informal assessment of Mngmt

Management of the Organization

Corporate Traditional

Formal structure Less formal organization

Responsibility and accountability Shared responsibility and blame

Builds staff professionalism Staff serves the board

Management flexibility Managers must wait for board

Top Exec can be a risk taker Board and Exec share risk

Orients a strong CEO Allows for weaker top Exec

Management of the Organization

Corporate Traditional

More ad hoc committees Many standing committees

Reduced staff time supporting Staff time spent supporting

Increased focus on productivity More focus on “feelings”

Structure for growth Operating difficulties

Financial Operations

Corporate Traditional

Bottom up budgeting Top Down Budgeting

System of checks and balances Informal checks and balances

Uninvolved in fiscal process Involved in many fiscal processes

Cost effective Not cost effective

Interpersonal Relationships

Corporate Traditional

Trust is critical factor in culture Parent-Child relationship

Exec is voting member Exec not a board member

More effort required to develop Easier because of involvement

CEO is full-time spokesperson Volunteer president is part-time

Corporate titles speak clearly Admin, Exec Secretary lack clarity

Interpersonal Relationships

Corporate Traditional

CEO can overstep boundaries Top Manager’s role well defined

No “End-Runs” of staff to board “End-Runs” are accepted practice

Challenges CEO to maintain commitment of members

Reduces the challenge

What Gaps Need Filling?

Skills Experience Money Diversity Grantsmanship Volunteer Outreach “Headliners”

Mentoring of Professional Staff

Development Coaching Embedding core values Energizing change

Leadership Development

Succession Planning Board Retreats One-on-one engagement

Who got you here, may not get you there

Discussion

Thank you

art.medici@newportboardgroup.com

703 217 1948

What’s the Difference?

Corporate Traditional