Governance structures can be organized based on where they stand on a continuum between pure policy and pure administrative boards. The former develops policy and hires an executive director for
Born from the late 1990s to now, Generation Z is the current generation, and its oldest members are starting to enter the workforce and our Boardrooms. More importantly, they are
If you want to make a bad impression as the newest member of the Board of Directors, here’s some tips: Miss the first two meetings then tell them you read
Disclose everything expected of directors. Recently I heard a board chair remind directors they are expected to contribute $12,000 to association’s foundation. Some of the directors looked at each other
1. You want to grow your revenue and membership. 2. You need to change to be relevant to your member’s needs. 3. You need to grow your revenues to stay
Some Boards have a difficult time in making decisions. Certainly some decision making does need to take the appropriate time, with accurate information and healthy debate occurring. There are times
A key part of any strategic-planning process is understanding the underlying trends. But how often have you read a prediction, statement or trend, and began to wonder if it were
False starts: 13 ways to blow strategic planning Written by Robert C. Harris Boards can be resistant to thinking strategically — they often find it easier to focus on short-term
For a variety of reasons, a growing number of associations are restructuring governance to increase their efficiency. Some association executives and volunteers take the plunge once they realize things aren’t
Board Fiduciary Duties Fiduciary duty equates with loyalty and encompasses the four main legal principles: The duty to act in the best interests of the organization The duty to disclose
