Interpreting the Board Assessment Tool Results
Part 2: Interpreting my board assessment tool in the service of building a stronger, more effective board.
Part 2: Interpreting my board assessment tool in the service of building a stronger, more effective board.
Typical assessment tools look at your board in the aggregate in do not ask the right questions. So I created one of my own that you can download. It can offer valuable insights for the E.D. and the board chair.
So many organizations are unclear about what the Executive Committee does, why it’s important and what an effective one looks like. I’m quite clear about it.
So much confusion about the role of the Board Fundraising Committee. Allow me to offer some clarity with a 10 step plan to morph yours into a great and effective committee.
It’s time to treat the identification of your next board chair with exactly the same intentionality that you would use for the recruitment of a key player in your corporate shop. Here’s my checklist.
Don’t fundraise like a Girl Scout! These earnest well meaning young ladies have trained us to believe that people only donate if there are treats. You do not. I repeat. You do not need treats. Here’s what you do need. My top ten.
The success of a fundraising event is not measured by the funds raised that evening. It’s about the money that follows. Here’s my six point plan for capitalizing on the success of your special events
Passionate ambassadors (paid and unpaid) of an organization raise funds for its good work. I never consider it hard work when I believe in the cause. But I never go in without a plan. Here’s my old family recipe on a perfect fundraising lunch.
If it’s been awhile since the budget included staff raises and if money is tight (these things go together), here’s an outside the box idea about how you might find the money.
Many people say they are “terrified” of fundraising. Even though they are deeply committed to causes, local orgs and candidates. What’s the worst thing that could happen if you ask?
It is my opinion that executive directors don’t often see questions as good and board members don’t often enough ask good questions. Here are some ideas.
What are these executive sessions and when are CEOs in and when are they out.