An Open Question to Board Chairs: Do You Dare to Lead?

Executive directors have thrown down the gauntlet. In “Daring to Lead 2011: A National Study of Nonprofit Executive Leadership” conducted by CompassPoint and the Meyer Foundation, only 20 percent of those surveyed reported being satisfied with their board’s performance. While a few of these executive directors might have a personality conflict with their current chair or have felt particularly frustrated with their board the day they responded, there must be something more significant going on to account for 80 percent of chief administrators indicating dissatisfaction with their boards.

Determining the underlying factor(s) is particularly important in today’s rapidly changing environment where boards must be strong, strategic and steadfast so that their organizations can be responsive and achieve relevant results. Research by the likes of Herman, Renz and Heimovics, Nobbie and Brudney and others have made very clear that there is a relationship between the effectiveness of a board and the effectiveness of the organization for which the board works. While none could prove causality, each found that highly effective organizations have highly effective boards.

I don’t believe that an organization’s effectiveness can be laid at the feet of just one person. Yet, I do believe that you, as board chair, have opportunity and influence that can be brought to bear in ways that you perhaps have not tested. Be honest with yourself. What more could you do to ensure a stronger board, and ultimately a stronger organization?

For instance, research again tells us that highly effective boards use more proven practices than less effective boards. There are a lot of accepted practices out there that are actually based on myth. Are you just propagating these or are you analyzing their effectiveness? Are you making the effort to regularly read or participate in workshops and webinars to learn about governance practices rooted in science? Are you implementing what you’ve learned? If not, why not?

As an unknown sage once said, “Hope is not a method.” You cannot afford to merely come in once a month to chair a meeting, check in occasionally with your executive director and write your column for the newsletter and expect an exceptional board to emerge. Nor can you rely on years of experience with a multitude of boards. The world has changed too much. If you dare to lead, tell us what you are doing differently and what impact it has made.

So You Think Your Communications Officer Isn't Important . . .

Just this year an illustrious professional career ends abruptly; a world-wide brand that spent millions of dollars over the years to build a sterling reputation, out in front of every one of its competitors, watches its status unravel; and an international conglomerate faces an industrial disaster and its iconic acronym stands to represent its biggest nightmare.

General Mc Crystal within a week – retired; Toyota within a month massively discounting cars and invigorating the US auto industry; and BP within a few days becoming the company formerly known as British Petroleum now known as BP -- Biggest Polluter.

Companies that have allocated enormous dollars to building a public face . . . the military and multinationals. And yet with their considerable resources, both financial and professional, they did not understand how quickly their reputation could unravel. How quickly their public profile could be tarnished and how extensive the damage could be.

Are you ready for this? Do you have the resilience to survive? It begs the question that as nonprofits perhaps we need to reconsider how we court the press. How important we think it is to be on TV or in print. Can we control our message more effectively using social media and web based outreach.

So you’re thinking of promoting your organization in the press anyway. Then be prepared. When you’re pitching a story, an interview or sending out a release do you know enough about the background of the reporter and the media outlet. Have you read enough of their prior stories or seen enough of their broadcast reporting to have an understanding of the nature and tone of their coverage? What is their writing style, do they have a personal agenda and does your message fit into that agenda. If not, beware – their agenda may take precedence over yours!

Are you prepared for a crisis? Do you have a communication’s plan that specifically addresses the conversation that you must have with your constituents the moment something considerable happens that impacts the community you serve.

Have you designated a spokesperson and is that person media trained. As a nonprofit whose financial health depends on donor participation public relations must be moved to the top of your agenda. Today, let’s ask ourselves could our organization survive a media hit. Then take a critical scan of your communications efforts and the persons responsible for this most important yet very delicate task.

Robyn Fern Perlman
Founding Principal
CoreStrategies For Nonprofits, Inc.

I'm Not Moving, I'm Stuck

So we're stuck. Why does it seem that "stuck" although not unique to the nonprofit sector seems intractable in many nonprofit organizations. Why is it that we artfully craft mission and vision statements that reflect our desire to change communities, change outcomes and change the world yet we refuse time and again to change the business of our organization.

Neale Donald Walsch known for his "Conversations With God," series discusses change in his most recent book, "When Everything Changes Change Everything." Walsh writes, "If when everything changes, you wish to change everything, the first thing you may wish to change is your idea about why change occurs." He continues by suggesting that, "change occurs because of who you are and why you are here." Is it not appropriate for us as leaders, donors and beneficiaries of the programs and ideas pushed out through our nonprofit organizations to ask the same question from a business perspective. Who are we and why are we here ... now ... today and into the future.

"Change occurs because you want it to occur," says Walsh. "Everything that changes, changes at your direction." His also suggests that until we become conscious of this change it may manifest itself through a silent shift. This shift, as a response to circumstances, instinctly begins to set change in motion so that, hopefully, we become aware and can successfully grow and adapt. How many times have we squashed the incubation of silent shifts in our organizations rather than picking up the mantel of change. How often are we given an opportunity to change, at our own direction, but we remain stuck.

Walsh describes life as being functional. When life moves too far off functionality it "puts in place an adaptaton . . . which assures that life remains sustainable." But not just as it was but rather "through it's new changed form . . . "

So I ask how will nonprofits remain sustainable and fullfull their promises if the calls to action are merely drowned out by, "I'm not moving, I'm stuck!