Ask a lot of people who work or serve in non-profit organizations, and many times you will hear a consistent theme. Often, board members do not have a thorough understanding of how to adequately serve the board of a non-profit organization. Unfortunately, many organizations do not have the resources to hire trainers to help people with good intentions become effective leaders.
The reality is that providing good service on the board of a non-profit organization is an art and indeed a privilege with responsibility, including legal and regulatory obligations. Board members should always see themselves as representatives of the community and build bridges with the non-profit organizations you serve. Because board members are considered to have a special status and status in helping to lead non-profit organizations, they should be aware of what they are not doing to ensure their performance is normal.
- Service is not a hobby: Serving on the board of a non-profit organization can benefit board members because people meet with like-minded colleagues. For example, when you establish a new relationship with them during meetings and events, you may meet individuals who can help your career or business. However, the main reason to remember that you are serving on the board is that although this role may bring some soft benefits, it is important that your primary focus is on providing charities. With your time, talent and money. Serving on the board of a non-profit organization is a serious responsibility that requires commitment and attention to ensure that you bring "A-games" to your career.
- It's not just about mission: Of course, every organization should focus on its mission, but not just about the cause. Board members must be fluent and familiar with the organization's mission, vision, statistics, facts, stories and strategic plans. Tasks are only one element of the overall situation, and board members should understand it at a high level, mainly when they interact with others outside the organization. When board members go out to meet with donors and prospects, executive directors or fundraisers usually work with them. Team members can explain, provide more detail and provide more color to the speech and dialogue of board members, but each board member should be able to fully understand the organization and its work so that it can participate in substantive discussions.
- Don't leave the non-profit policy to the opportunity: Board members are responsible for ensuring that organizational policies are developed, implemented, and adhered to. We live in a transparent world, and in the digital age it's simple because it can be out of control - and not very good. In other words, when people see something that has become a viral problem, people can quickly judge and accumulate. The best defense in any situation is a good offense. Board members are responsible for ensuring that managers and appropriate organizational consultants in the legal and financial management preparation documents are reviewed and updated annually as needed. Policy documents that are critical to any non-profit business include honors privacy, email retention, whistleblowers, conflicts of interest, document destruction, discrimination and sexual harassment policies.
- No free rides: The reality is that the mission of the executive organization and the work it does in the plan requires money. It is also necessary to hire the most talented people to ensure that the team is able to fully plan and perform the required work. This means that money is a necessity for any non-profit organization. Board members have legal and fiduciary responsibility for the organizations they serve. They must ensure that non-profit organizations have the resources they need to get the job done, and that one of the most important needs of non-profit organizations is funding. Therefore, board members should be aware that the board of directors should assume a 100% annual donation commitment based on the financial capabilities of each board member. Those who have more money can provide more, and one of the best rules for fundraising on the board is "give or get," which means you take out your pockets or raise money from others. Board members need to know that donors [especially institutional funds] ask the board of directors for a treaty. If you can't prove the board's commitment to the cause, why do other people want to give it?
- Micro management does not work: Key aspects of board member work are oversight of overall strategy and planning, ensuring resources, approving organizational budgets, coordinating organizational plans and services, and performance of executive directors. What the board should not do is micro-manage the organization, make a second guess on the executive director or management team, or participate in daily staffing issues. Let us look at it in another way; when companies have company boards, members understand that they play a role in monitoring and governance. They don't work in the daily affairs of the company. Non-profit organizations are companies, and board members should understand that unless they are dealing with a crisis, their role is to govern and supervise, rather than enter the organization's management details and operations - this is the role of management.
- Orientation and board evaluation are not sidebars: One of the important activities that any board should do is to reflect on its own mirror. First, let the new board members accept orientation, whether they join or as part of the annual board orientation so they can understand good governance. Let us face it; most people are not experts in the role and responsibilities of the board's nonprofit organization. If you want your charity to grow and develop into a sustainable organization, it starts with the leader. You must let board members understand the responsibilities of the board and its designated committees. More broadly, it is important to hold an annual board meeting to assess the performance of the board. Organizations should hire consultants or facilitators to work with them each year to assess board performance, often during board retreats and in tools that include surveys, workshops, and other assessment, training, and assessment tools.
Orignal From: Master the art of non-profit organization governance
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