Product Code: 7459
ISBN: 9781889102450
Format: Paperback
Publisher: Emerson And Church
Pages: 114
Published Date: 02/04/2012
Availability:In stock
Price: $24.95

Would you like a dramatically more effective board? That's like asking, Care to win the lottery?

Who wouldn't?

A high-performing, diligent board that takes its responsibilities seriously is the Holy Grail of nearly every nonprofit in the U.S. Such a board means more money raised, swifter policy decisions, steady governance, and less ibuprofen for the CEO.

But can you realistically get there from here? Can you put your average or good board on the road to greatness? Indeed you can, says Gayle Gifford in How to Make Your Board Dramatically More Effective, Starting Today. And you're closer than you think.

Gifford's approach is ingenious. She doesn't lecture, doesn't scold, doesn't harangue. Instead she challenges your board to transform itself by answering a series of trenchant questions. Here's a sampling:

  • How well do we know our community's needs?
  • Do we know if our programs are having an impact?
  • Have we given our CEO the necessary support?
  • Have we decided the board's role in fundraising?
  • Do our committees improve the functioning of our board?
  • Does our board govern and resist the temptation to manage?
  • Is our relationship with staff what it should be?

As your board answers (and sometimes debates) each question, it simultaneously takes stock of the overall job it's doing - or not doing. All without the help of an expensive board consultant!

Some answers will be easy. For example, "Has each board member made a gift?" But other questions will prompt a lively discussion - "Does our vision matter?"

The net result of getting everything in the open - of airing a host of concerns and clarifying any confusion - is this: You end up with an energized and united board ready to push your organization forward.

And they did it all by themselves.
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Part I Making Our Community Better
1 Does Our Vision Matter?
2 Have We Set a Goal for the Good We Can Do?
3 How Well Do We Know Our Community’s Needs?
4 Do Shared Values Guide Our Practices?
5 Are We Prepared to Respond to a Changing World?
6 Do We Think and Act Strategically?
7 Do We Know If Our Programs Are Having an Impact?

Part II Becoming Good Stewards
8 What Kind of Stewards Are We?
9 Is Our Organization Worthy of Support?
10 Do We Have the Best CEO for the Job
11 Do We Regularly Evaluate Our CEO?
12 Have We Given Our CEO the Necessary Support?
13 Does Our Board Focus on the Financial Data That Matter Most?
15 Have We Built a Secure Financial Base?
16 Do We Report Our Finances Accurately to the Public
17 Are We Getting Accurate Information?
18 Have We Managed Risks to Our Organization
19 Do We Prevent Conflicts of Interest from Influencing Decisions?

Part III Building a Great Board
20 How Good Is Our Board?
21 Do We Recruit the Directors We Want and Need?
22 Are We Prepared Enough to Make a Difference
23 Do We Follow Our Bylaws?
24 Do We Make Policy Instead of One-Time Decisions?
25 Does Our Board Govern and Resists the Temptation to Manage?
26 Do Our Committees Improve the Functioning of Our Board
27 Do We Avoid Rubber-Stamping and Decision-Reworking?
28 Are Our Meetings Productive?
29 Has Each of Our Directors Made a Gift
30 Have We Decided the Board’s Role in Fundraising?
31 Do We Have a Way to Evaluate Our Own Performance?
32 Have We Made Board Excellence Someone’s Priority?
33 Do We Appreciate Our Directors for What They Do?
34 Do We Act with Courage and Conviction?

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