ndsc conv 10 lead lunch discussion

2
LUNCH DISCUSSION Overcoming Board-Related Challenges Affiliates LEAD 2010 Jane Page-Steiner, President JPS Nonprofit Strategies, LLC [email protected] www.jpsnonprofit.com Allison Wixted, Pharm.D. DSA of Greater Richmond (VA) VCU Nonprofit Management Certificate Student [email protected] Common Board-Related Challenges for Nonprofits: 1. Finding people to take on core leadership responsibilities and the challenges of moving the organization to the next level in its lifecycle. 2. Finding capable, committed board members. 3. Difficulty enlisting board members to help raise funds. 4. Board members not following through with agreed responsibilities. 5. Getting board members to really step up to the plate and govern and steer the organization. 6. Planning, particularly long term strategic planning. 7. Evaluating programs & services. 8. Reticence to accept changes in management and new ways of thinking, including Founder's Syndrome. 9. Taking on too many new initiatives without adequate resources (HR, capital, etc.). 10. Burnout of talented, committed senior staff. Source : “Nonprofits' Three Greatest Challenges” http://www2.guidestar.org/rxa/news/articles/2005/nonprofits-three-greatest-challenges.aspx?articleId=780

Upload: national-down-syndrome-congress

Post on 19-Jul-2015

168 views

Category:

Education


2 download

TRANSCRIPT

Page 1: Ndsc conv 10 lead lunch discussion

LUNCH DISCUSSIONOvercoming Board-Related Challenges

Affiliates LEAD 2010

Jane Page-Steiner, President JPS Nonprofit Strategies, LLC

[email protected]

Allison Wixted, Pharm.D.DSA of Greater Richmond (VA)

VCU Nonprofit Management Certificate [email protected]

Common Board-Related Challenges for Nonprofits:

1. Finding people to take on core leadership responsibilities and the challenges of moving the organization to the next level in its lifecycle.

2. Finding capable, committed board members.

3. Difficulty enlisting board members to help raise funds.

4. Board members not following through with agreed responsibilities.

5. Getting board members to really step up to the plate and govern and steer the organization.

6. Planning, particularly long term strategic planning.

7. Evaluating programs & services.

8. Reticence to accept changes in management and new ways of thinking, including Founder's Syndrome.

9. Taking on too many new initiatives without adequate resources (HR, capital, etc.).

10. Burnout of talented, committed senior staff.

Source: “Nonprofits' Three Greatest Challenges” http://www2.guidestar.org/rxa/news/articles/2005/nonprofits-three-greatest-challenges.aspx?articleId=780

Page 2: Ndsc conv 10 lead lunch discussion

Founder’s Syndrome:

Definition: This syndrome occurs when, rather than working toward its overall mission, the organization operates primarily according to the personality of a prominent person in the organization, for example, the founder, board chair/president, chief executive, etc.

Founders' Syndrome: During Tenure of Founder

A Typical Problem in Small OrganizationsSome Troublesome Traits Among Founders Typical Traits of Well-Developed Leaders Basic Principles in Developing Leadership Actions Boards Must Take Actions Founders Must Take Actions Staff Might Take

Transitioning to a New Chief Executive

Founder's Syndrome: When New Chief Executive Replaces FounderTypical Symptoms Actions Boards Must TakeActions New Chief Executive Must Take Before Taking the JobActions New Chief Executive Must Take After Taking the Job What if Founder Left Organization in a Mess?

Source: “Founder's Syndrome: How Corporations Suffer -- and Can Recover” http://managementhelp.org/misc/founders.htm