Picture this. You’ve just completed a two-day annual planning workshop with your Board of Directors, set against a backdrop that encourages free thinking, new ideas, lots of time for networking,
Directors often have a lack of clarity on their roles and responsibilities. As a result, Board fiduciary responsibilities may not be fulfilled leading to a host of issues including conflicts
As technology advances, associations and other not-for-profits continuously need to re-evaluate their processes in order to stay ahead of the curve and not seem outdated. AGMs are rarely known for
If you want to make a bad impression as the newest member of the Board of Directors, here’s some tips: Miss the first two meetings then tell them you read
Disclose everything expected of directors. Recently I heard a board chair remind directors they are expected to contribute $12,000 to association’s foundation. Some of the directors looked at each other
Size Matters It’s usually easier for 8 people to agree on a course of action than for larger groups to do so. Although the average not-for-profit board size in Canada
1. You want to grow your revenue and membership. 2. You need to change to be relevant to your member’s needs. 3. You need to grow your revenues to stay
False starts: 13 ways to blow strategic planning Written by Robert C. Harris Boards can be resistant to thinking strategically — they often find it easier to focus on short-term
Transparency is a word that gets bounced around a lot in boardrooms these days, so it’s not surprising that many high-functioning organizations have adopted a transparent and accountable approach to
For a variety of reasons, a growing number of associations are restructuring governance to increase their efficiency. Some association executives and volunteers take the plunge once they realize things aren’t
