Well, today I have just returned from a one-day visit to my home state of NC and am back in VA. During my discussions with various individuals today, we focused on concerns about the declining economy and the uncertainty that lies before us as a country.
We talked a lot about the 'good old days' and, specifically, whether our country would ever again come to recognize, appreciate, and support 'Extraordinary Customer Service'.
Hmmm...
As I think about that, it seems to me that the Non-Profit Sector is (once again) best positioned to provide solutions for issues affecting our society -- in this case -- extraordinary customer service! Can the Government Sector beat you? Can the Private-Sector beat you? No way!
For it is the MISSION of the non-profit sector that allows it to rise to the fore. Keep your focus. And serve your customers in an extraordinary manner.
How can we help your organization rise to its full potential?
We are only a couple of mouse-clicks away. Please do not hesitate to call on us. And, focus your sights on being Number One in customer service!
Tuesday, August 26, 2008
Monday, August 25, 2008
Accountability: Who Shoulders the Responsibility?
I just had lunch with a friend who was remarking that there is no accountability for elected officials. He was, of course, currently fixated on the presidential elections. Promises get made, plans unfold, then nothing happens, nobody knows why, everybody and anybody else is to blame -- and, then, we start the cycle all over again!
Well, fortunately, our client base is exclusively focused on non-profit organizations. So, how does accountability work for non-profits? Two specific scenarios come to mind:
1. At the Staff level, it is important that the executive director understand Authority, Responsibility, and Accountability and take ownership of all three. Since the staff reports to the executive director and the executive director reports to the board, then accountability to the board for daily operations is always the responsibility of the executive director. As in most organizations of any size, the executive director may/must/could/should delegate to staff members under his/her direction. But, it should be clearly communicated that Authority requires Responsibility and, ultimately, Accountability. Within the government sector and the private sector, many people believe Accountability seems to be in shorter and shorter supply. Let's work toward a level of excellence in the non-profit sector that is worthy of following!
2. At the Board level, Accountability can become very elusive. What volunteer board chair, board member, or committee chair wants to be held 'accountable' (or 'responsible') for results gone awry? Well, certainly nobody wants to shoulder this burden but, should it occur, he or she must. Why? Because it's the right thing to do. After all, the board position was either elected or appointed and the board is accountable to its membership (for example).
Here's the deal: only in very, very rare situations will anything go so astray that it cannot be fixed by a group of well-intentioned folks working together. Accordingly, executive directors and board chairs need to understand their Authority, fulfill their Responsibility, and never hesitate to be held Accountable for anything that goes awry.
It's amazing what a group of humble servants, clearly focused, and committed to a cause greater than themselves, can accomplish when there is no 'blame game' and the level of personal leadership is so deeply instilled that there is no need to to shirk from Accountability.
Want to know more? That's our mission. Please visit www.centergea.com.
Well, fortunately, our client base is exclusively focused on non-profit organizations. So, how does accountability work for non-profits? Two specific scenarios come to mind:
1. At the Staff level, it is important that the executive director understand Authority, Responsibility, and Accountability and take ownership of all three. Since the staff reports to the executive director and the executive director reports to the board, then accountability to the board for daily operations is always the responsibility of the executive director. As in most organizations of any size, the executive director may/must/could/should delegate to staff members under his/her direction. But, it should be clearly communicated that Authority requires Responsibility and, ultimately, Accountability. Within the government sector and the private sector, many people believe Accountability seems to be in shorter and shorter supply. Let's work toward a level of excellence in the non-profit sector that is worthy of following!
2. At the Board level, Accountability can become very elusive. What volunteer board chair, board member, or committee chair wants to be held 'accountable' (or 'responsible') for results gone awry? Well, certainly nobody wants to shoulder this burden but, should it occur, he or she must. Why? Because it's the right thing to do. After all, the board position was either elected or appointed and the board is accountable to its membership (for example).
Here's the deal: only in very, very rare situations will anything go so astray that it cannot be fixed by a group of well-intentioned folks working together. Accordingly, executive directors and board chairs need to understand their Authority, fulfill their Responsibility, and never hesitate to be held Accountable for anything that goes awry.
It's amazing what a group of humble servants, clearly focused, and committed to a cause greater than themselves, can accomplish when there is no 'blame game' and the level of personal leadership is so deeply instilled that there is no need to to shirk from Accountability.
Want to know more? That's our mission. Please visit www.centergea.com.
Tuesday, August 19, 2008
Governance & Fundraising
In these tough economic times, many non-profit organizations face the same challenge: an increasing demand for their services, with decreasing availability of funds. Non-profit organizations are poised to tackle some of the world’s more important challenges, but it will take even more money to help them grow and accomplish their missions. That’s why fundraising, an always important operation, is perhaps more critical now than ever before.
In a recent conversation, it became clear that many non-profits underestimate the importance of board governance in their fundraising operations. The relationship between board governance and fundraising goes two ways: board oversight and participation in fundraising, and acknowledging the strength of a board’s governance practices when seeking funds.
Board members in non-profit organizations have an obligation to get involved in fundraising activities to ensure the financial health and long-term viability of the organization. From making calls and arranging meetings, to setting up events and volunteering, their efforts and participation are vital. At the same time, the board of directors has an obligation to closely monitor and oversee fundraising operations to ensure that the organization is compliant and appropriate in its actions. A committee structure is often a very effective way for certain board members to become very familiar with all fundraising activities, while offering insight and guidance for improved success. The committee members can provide excellent suggestions that help diversify and enhance the development efforts of the organization. This is a responsibility that board members should not and cannot take lightly – it is vital to the long-term viability of the organization.
Additionally, development professionals need to appreciate and recognize good board governance as they seek to raise money. As demand for funds increases while availability of those funds decreases, funders are putting more and more pressure on organizations to demonstrate their competitive advantages. Non-profits should take this opportunity to acknowledge and tout the good governance, ethics, and accountability policies and procedures they have in place. A potential donor would likely be more inclined to fund an organization that can demonstrate strong board governance over an organization that has lax or nonexistent practices.
So, as non-profits go forth to solve some of the world’s most critical challenges, they have an opportunity to maximize the strength of the board of directors through good policies and procedures. Then, they can take advantage of the wealth of resources that the board can bring to the table, and tout the fact that they have a board with the policies and procedures necessary to ensure fiscal health and responsibility. That’s one powerful competitive advantage.
In a recent conversation, it became clear that many non-profits underestimate the importance of board governance in their fundraising operations. The relationship between board governance and fundraising goes two ways: board oversight and participation in fundraising, and acknowledging the strength of a board’s governance practices when seeking funds.
Board members in non-profit organizations have an obligation to get involved in fundraising activities to ensure the financial health and long-term viability of the organization. From making calls and arranging meetings, to setting up events and volunteering, their efforts and participation are vital. At the same time, the board of directors has an obligation to closely monitor and oversee fundraising operations to ensure that the organization is compliant and appropriate in its actions. A committee structure is often a very effective way for certain board members to become very familiar with all fundraising activities, while offering insight and guidance for improved success. The committee members can provide excellent suggestions that help diversify and enhance the development efforts of the organization. This is a responsibility that board members should not and cannot take lightly – it is vital to the long-term viability of the organization.
Additionally, development professionals need to appreciate and recognize good board governance as they seek to raise money. As demand for funds increases while availability of those funds decreases, funders are putting more and more pressure on organizations to demonstrate their competitive advantages. Non-profits should take this opportunity to acknowledge and tout the good governance, ethics, and accountability policies and procedures they have in place. A potential donor would likely be more inclined to fund an organization that can demonstrate strong board governance over an organization that has lax or nonexistent practices.
So, as non-profits go forth to solve some of the world’s most critical challenges, they have an opportunity to maximize the strength of the board of directors through good policies and procedures. Then, they can take advantage of the wealth of resources that the board can bring to the table, and tout the fact that they have a board with the policies and procedures necessary to ensure fiscal health and responsibility. That’s one powerful competitive advantage.
Saturday, August 2, 2008
Absentee Board Members -- Love 'em or Leave 'em?
In keeping with our Center's commitment to the critical issue of Governance, let's make sure we understand how to handle the role of the absentee board member.
In most Non-Profit Organizations, the executive director is the stable and guiding factor. Board members come and they go; board chairs come and they go. In my experience, good board members are hard to find and excellent board members are even more rare.
Any way you want to look at it, the relationship between a board member and an executive director is complex. The two may be friends; the two may not even like one another; the two may find themselves at loggerheads on a lot of issues or very few issues. As with most everything, the relationship is what it is all about.
It would be curious to know with certainty how many Non-Profit Organizations have functioning boards. What is the attendance rating of the board members? Do they assist with fundraising? Are they available to the executive director and other staff members? Do they seem prepared when they arrive at the board meetings?
Rule #1 is straight-forward but very hard for organizations to address: the board member must attend the board meetings. If the board member is not attending, it is impossible for them to be performing their role in a responsible manner.
Now what?
If a board member is not attending meetings, then somebody -- hopefully the board chair -- will demonstrate leadership, call the board member, discuss the issue, and come to a mutually agreeable decision. Asking a board member to resign from a board should not be as difficult as we tend to make it.
Even if board attendance was not a prerequisite for excellent non-profit governance, many Grantors are now requiring a minimum attendance percentage as a prerequisite for funding consideration.
So, don't be afraid to expect the best from your board members and don't hesitate to discuss board member performance.
The future of your organization can only be as good as your board.
In most Non-Profit Organizations, the executive director is the stable and guiding factor. Board members come and they go; board chairs come and they go. In my experience, good board members are hard to find and excellent board members are even more rare.
Any way you want to look at it, the relationship between a board member and an executive director is complex. The two may be friends; the two may not even like one another; the two may find themselves at loggerheads on a lot of issues or very few issues. As with most everything, the relationship is what it is all about.
It would be curious to know with certainty how many Non-Profit Organizations have functioning boards. What is the attendance rating of the board members? Do they assist with fundraising? Are they available to the executive director and other staff members? Do they seem prepared when they arrive at the board meetings?
Rule #1 is straight-forward but very hard for organizations to address: the board member must attend the board meetings. If the board member is not attending, it is impossible for them to be performing their role in a responsible manner.
Now what?
If a board member is not attending meetings, then somebody -- hopefully the board chair -- will demonstrate leadership, call the board member, discuss the issue, and come to a mutually agreeable decision. Asking a board member to resign from a board should not be as difficult as we tend to make it.
Even if board attendance was not a prerequisite for excellent non-profit governance, many Grantors are now requiring a minimum attendance percentage as a prerequisite for funding consideration.
So, don't be afraid to expect the best from your board members and don't hesitate to discuss board member performance.
The future of your organization can only be as good as your board.
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