Nonprofit Management
Leadership Teams
The Right Positions in the Right Configurations
The Executive Committee
No matter how small or involved the Board of Directors as a whole is, it is always still prudent to have a formally recognized Executive Committee. Even when boards meet as often as monthly, matters develop that require more immediate, authoritative attention. Moreover, if a board is large or meets infrequently, then it behooves an Executive Committee to plan and prepare for the full board’s meetings so that those meetings are as productive as possible. These situations point to the basic purpose of an Executive Committee – to guide the larger body and to act on its behalf as necessary.
Annual Performance Reviews
First, face the reluctance.
Ah, the annual performance evaluation! Let’s face it. Nobody likes to do them. If the person has done a great job all year, the individual probably knows it and so do you and it all seems rather tedious and time-consuming.
Or, in contrast, if the person has not done such a good job all year, then it is a task you put off in your calendar and at the bottom of the pile of papers on your desk. Who wants to wallow in all that old, bad news? … If you are the least bit conflict-avoidant, you would rather do three drafts of the budget than do a tough evaluation once.
Five Foundational Development Practices
# 1: The Donor/Prospect Database
On Job Design and Descriptions
But First … Why Bother?
There is a reputable school of thought which argues that position descriptions are obsolete as a concept. The theory goes that organizational life is changing too swiftly for time to be spent profitably on the exercise. They become out of date too quickly and are inherently inflexible.
Outline of a Financial Stabilization Plan
Nonprofit organizations across the country continue to experience serious financial strain during this recession. If you are in a leadership role and are wondering just what to do first or next to address the situation, here is a list that will help.
I. Recognize the reality of the situation.
a. Do not delay in addressing the challenge. Doing so will make meeting it all the more costly.
b. Allocate time in staff and board meetings for participants to express their feelings around the present predicament.
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