Archive for February, 2012

Are your donors the solution or on the sidelines?

According to author, consultant and nonprofit leader, Jerold Panas, the case for support “is the mother ship of all other material.” It is the basis for annual giving, planned giving, corporate giving and foundation gifts. If you are fundraising at all, your organization must have a case for support.

In his book, Seeing Through a Donor’s Eyes, Ahern says, “A case consolidates your messages for common reference by staff and board, putting every potential voice, writer and advocate on the same page.”

Who is responsible? Sometimes the internal process of creating a source document from which your organization bases all of their fundraising strategies can derail how external-centric or donor-centric your case is. Ahern challenges you to answer the question, “Have you put your donor in the position of responsibility?” Donors want this role.

Is your donor the solution? Ahern dedicates a chapter to donor-centricity and treating your donor as the solution. When telling your story, it’s important to shift responsibility and the credit for achieving your vision. You’re taking that vision off your shoulders and placing it onto the donors’ where it belongs. Do not treat donors as if they are merely kind, generous bystanders, says Ahern. Make it abundantly clear that you cannot achieve your mission without a tremendous amount of donor support.

Invite your donors to a fight. Before you can treat the donor as a solution, you need to demonstrate a problem. Ahern calls this, “inviting your donors to a fight.” He also cites a New York Times article in 2008 by Yale economics professor, Dean Karlan, who discussed why small donors contribute money to political campaigns. He explained that while big donors buy access and influence with their large gifts, a smaller donor has other motivations. For example, a $25 gift to the Barack Obama presidential campaign was about participating in a fight.
Ahern agrees wholeheartedly with Karlan’s argument and adds that donors have a desire to “mix it up, to get into a fight that we think matters, and to win.”

Ask the author for yourself. Join a lively CausePlanet interview with Tom Ahern and find out:

• What three essential questions you must answer in your case
• Why you need to “get stupid,” and
• How to write for “browsers” when creating your appeals

When? Friday, March 16 at 10:30 a.m. CST

How do I register? CausePlanet subscribers can visit the home page and log-in here for the registration link on the Subscribers’ ‘Announcements’ page.

See also:

Seeing Through a Donor’s Eyes by Tom Ahern at Emerson & Church Publishers
Page to Practice™ summary
of Seeing Through a Donor’s Eyes by Tom Ahern
More Page to Practice book summaries about communications at CausePlanet

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Success: A breeding ground for complacency?

This piece first appeared on the blog, Great Leadership.

“Success is a lousy teacher. It makes smart people think they can’t lose.”

Bill Gates said that, and he’s exactly right. More often than not, great accomplishments cause individuals and organizations to become comfortable with their way of doing things. Businesses turn static. Workers turn their focus inward. Even the most dynamic of organizations can turn complacent, thinking that what they are doing is right, that there is no need to change, regardless of what’s happening outside.

Here’s one example: This summer, the Washington Post asked me to comment on the debt ceiling debate. At the time, congressmen were busy deflecting blame for the dire economic circumstances gripping the country. Negotiations were gridlocked. A deal to stave off economic calamity seemed out of reach. I wrote that Washington suffered from a “complacency cancer,” that after 250 years as the nerve center of the most prosperous, innovative, militarily and economically advanced nation in modern history, success had gone to our political leaders’ heads. They were resting on their laurels, refusing to change, confident that the old way of doing business would suffice. The same behavior was on display just a few weeks ago, as the congressional “super committee” failed to reach a deficit-reduction deal.

The complacency cancer plagues the private sector as well. I recently read about a study that found successful companies to be far less likely than their weaker counterparts to pursue large-scale change. My own research over more than three decades has shown the same results: despite being better prepared to take bold action, companies with a high level of achievement tend to feel content with the status quo. They sit tight. They focus on themselves. And they ignore the rapidly changing world around them, even in the face of cold, hard facts that clearly show the need to move in a new direction.

It’s plain to see how foolish this thinking is, but no one is immune—not you, not I, not even the most intelligent, experienced leaders. Yet, in today’s constantly changing world, complacency is a recipe for disaster. As a leader, you must do everything in their power to identify it and root it out.

Here are some questions you can ask to determine whether complacency has set in among your employees:

Are team conversations inwardly focused, and not about new markets, emerging technologies or potential competitors?

Are past failures discussed only to stall new initiatives, rather than as learning experiences?

Do important meetings end with no decisions about what needs to happen immediately?

Do workers regularly blame others for problems, as opposed to taking responsibility and changing behavior?

Are highly selective facts used to shoot down data that suggests there is a major challenge or opportunity knocking at the door?

If the answer to most of these questions is “yes,” then complacency has taken root. Before it continues to spread, you must take action to instill a sense of urgency in your employees.

Determine what challenges and opportunities are out there. Discuss them with other senior leaders so those at the top have real clarity about where the organization is headed. Then, communicate that opportunity to your workers, keeping each of the following tips in mind:

Appeal to the head and the heart. Sales figures and spreadsheets can help people start thinking differently, but they’re not going to convince them to change their behavior and take the kind of action needed to move an organization in a new direction. That takes an appeal to the heart. Make a rational case, but do it in a compelling way to win over hearts and minds.

Bring the outside in. If inward focus is the problem, attention to outward reality is the answer. Share outside perspectives. Shed light on troubling data. Listen to customer-facing employees. Each of these tools can be persuasive in helping people see that the outside world is changing—and so, too, must their organization.

Behave with true urgency. Lead by example. If you’re expecting your employees to change, you must change first. Demonstrate your own sense of urgency—in meetings, in emails, during speeches and in one-on-one interactions—and never let up.

Find opportunity in crises. Always look for the upside possibilities. Crises are threats, to be sure. But destabilizing experiences, if navigated carefully and harnessed effectively, can be powerful drivers of change.

Deal with the naysayers. There will always be skeptics. But then there are people who, for whatever reason, simply do not want change. These people, especially if powerful, can be dangerous. The key is to confront them head-on. Do not try to co-opt them or ignore them. It won’t work. Instead, distract them by sending them on special assignments, expose the fallacies in their behavior for all to see, or, if all else fails, push them out of the organization. That bitter pill is sometimes necessary to fight the complacency cancer.

As urgency takes hold, complacency vanishes. Now, your organization is on the path to true success: able to adapt, to change, and to continually seize big opportunities.

See also:

A Sense of Urgency

Switch: How to Change Things When Change Is Hard

The Happiness Advantage: The Seven Principles of Positive Psychology That Fuel Success and Performance at Work


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Don’t let your nonprofit suffer from “non-essential-itis”

“What if we disappeared tonight?” is a great question for all nonprofits to ask themselves. The answers to this question help organizations who may suffer from “non-essential-it is,” says author Tom Ahern. He adds this is not a make-work exercise; this is a core exercise to discover your organization’s true importance and impact.
Tom Ahern’s latest book, “Seeing Through A Donor’s Eyes” will have you answering important questions about your case for support so you don’t find yourself fumbling for words with donors in the ask or having brain cramp when writing appeals.

“The mere act of writing a case helps you—forces you, really—to deeply investigate your organization’s impact on the world, so you can successfully explain that impact to donors and prospects,” says Ahern. A case consolidates your messages for common reference by staff and board, putting every potential voice, writer and advocate on the same page, Ahern adds.

The best way to engage your reader in your case for support is to tell a good story. Here are a few of Ahern’s good storytelling tips:

Take your prospect on a verbal tour. Tell your prospects how your organization sounds, smells and feels. “Hear the sounds of rushing rubber-soled shoes? Nurses here probably jog ten miles every shift…”
Make sure you’re using a donor-centric lens. Which sounds better? “Baby Joseph, one of over 15,000 rescued babies,” or, “Baby Joseph, one of over 15,000 babies rescued by your gifts”?
Make your case bigger than you. If you can, make your project or campaign more expansive and worthy than the organization itself.
Put the cherry on top. Ahern says our job as writers is to entertain first and inform second.
Put your case in a nutshell. Show the campaign’s bottom line at a glance. Consider three main points and financial goals that support the overall campaign goal and portray them with a powerful visual.
Don’t forget the call to action! You actually need to ask your donors for support in the case. Be specific about what you need.

For a more comprehensive look at creating a compelling case for your organization, subscribe to download this Page to Practice summary and others in our summary library or visit for Ahern’s essential communications advice so you can enhance your fundraising results.  You can also learn more about Ahern’s award-winning consulting services and subscribe to his newsletter at

See also:

More Page to Practice summaries that relate to communications

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When seeking grant funding, remember your financials tell a story

The competition for grant funding is high, and foundations and other grantmakers are faced with making very difficult funding decisions during every grant cycle. Many foundations, for example, decline more than half the proposals they receive. Tightening funding streams also means that some funders have less resources for grantmaking than in the past, making funding less secure for even long-time grantees. With all these challenges facing grantseekers, all nonprofit organizations can benefit from taking the time to ensure that every aspect of their grant applications are telling positive stories about their organizations.

Grantwriters often spend significant amounts of time crafting the narrative sections of their proposals. While the narrative is an essential component of grant success, many organizations fail to realize their financial information often tells equally important stories about their organizations. For many organizations, the financial information is often attached as an afterthought but plays a significant role in how a grant reviewer interprets a grant application.

To share financial information with a grant application, here are some suggested topics to cover. In other words, here are some stories your financial information can tell about your organization:

Positive information: Nonprofit organizations record items like multi-year pledges, cash reserves, building a capital fund and other positive situations in many different ways. While most program officers are skilled at interpreting financial statements, it is sometimes difficult to discern what these mean for an organization. If an organization is building significant cash reserves for a capital campaign but does not explain the purpose of the fund, a grant reviewer can interpret such a fund as sitting on too much cash. He/she may think the organization is not using it to advance an organizational mission or it is at a comparatively lower level of need for funding compared to other applicants.

Negative information: The last few years have been difficult for many nonprofit organizations, with organizations dipping into cash reserves, experiencing deficits or shrinking budgets. These scenarios are obvious on financial statements, yet financial statements almost never come with any explanation from the applicant organization. If your organization’s financial statements reflect one of these situations, it can be important to explain the root causes, how the situation has affected your organization and the steps you are taking to control or reverse the situation. Without these kinds of explanations, a funder is often left with only one reasonable interpretation: the negative trend will either stay steady or continue, making a grant a risky proposition.

Scope of activities: Financial statements often help verify an organization’s priorities. If an organization is seeking funding for a specific program and states in the narrative the program is a top priority, a grant reviewer can use financial statements to gauge whether or not the program is reflected as a priority in how the organization uses its financial resources. Financial information can also help a grant reviewer assess the depth of an organization’s programs. For example, if an organization states that it serves thousands of individuals but has a very small cash and in-kind budget, a reviewer can conclude that an organization is not providing a high level of service or may be exaggerating its reach.

When submitting grant applications, it is always wise to minimize the red flags. Many funders do a preliminary review of proposals that does not include phone calls, site visits or requests for additional information. If your proposal contains a few red flags with regards to your financial information, a funder can decide to decline your application during the preliminary review, which never gives your organization the opportunity to provide additional information that might eliminate concerns. Because so many nonprofits are facing financial challenges, many funders will be far more sympathetic when an explanation and course of action are shared, rather than leaving a funder to make an interpretation on his/her own.

Many grant applications, including the Colorado Common Grant Application, allow applicants to submit a budget narrative. In reviewing hundreds of grant applications in recent years, I have seen very few organizations use this optional attachment but have seen dozens of financial statements that tell a negative or unexplained positive story about an organization.

These scenarios leave the grant reviewer to interpret the situation, rather than rely on information directly from your organization to explain the situation. To help increase your success with grant funding, take the time to see what story your financials are telling about your organization and if it leaves room for negative interpretations. Take the time to help your financials tell a more complete version of your organization’s story. By taking the time to explain your organization’s financial situation, you can help minimize red flags and maximize your organization’s chances at funding success.

See also:

Storytelling for Grantseekers

The Ultimate Insider’s Guide to Winning Grants

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Prepare to be browsed

I laughed out loud when I read this passage: “Here’s the unvarnished truth: people do not want to read your stuff. Sure, they want to understand your stuff and absorb your stuff. But spend long stretches of time reading it? Not particularly. In our bustling world, if I understand your vision in 15 rather than 30 minutes, that’s a good thing. If I understand your vision in five minutes rather than 15, that’s even better. And if you could slip me a pill and I’d understand your vision instantly, that would be the best.”

Finally, someone had the courage to say it. Tom Ahern, the author of Seeing Through A Donor’s Eyes, is responsible for this passage and is currently featured at CausePlanet. This book is a must read for anyone who raises money, works with someone who raises money or manages someone who raises money. Ahern is a three-time winner of the prestigious International Association of Business Communicators (IABC) Gold Quill awards, given each year to the best communications work worldwide. Beloved international trainer and highly successful consultant, his firm specializes in capital campaign statements, nonprofit communications audits, direct mail and donor newsletters.

So how do you get your direct mail, newsletters and proposals read? Having a good “browser level” delivers the pill form of your case, says Ahern. “A well-written browsing level explains your message as quickly as humanly possible with deep penetrating power,” he adds. Studies show the human eye gravitates toward graphically distinctive elements before anything else—bigger type, bolder type and pictures. In other words, focus on headlines, subheads, captions, pull quotes, bullet lists, sidebars, photos, charts and other art. Your section headlines should become your story’s structure.

If you engage in any form of fundraising for your organization, you must read this book. According to the author, if you can persuasively answer and close on this essential question, “Why should I give you my money now,” you probably don’t need this book. But if you’re like most of us and you find yourself fumbling for answers, this book will definitely help you. If you haven’t written a general case for support recently, the author argues you really don’t know why you’re raising money. Writing a case forces you to think about your organization’s promise, your organization’s proof and how the donor fits into your world.

Mark your calendar for Friday, March 16 at 10:30 a.m. CST when we’ll interview Tom Ahern about other brave and true claims about nonprofit communications. Watch for registration details in our regular Content Highlights newsletter. Not registered for our newsletter? Visit the left panel of any page on our site and click on the blue button, “Put us in your inbox.”

See also:

Seeing Through A Donor’s Eyes
How to Write Fundraising Materials That Raise More Money
to visit Tom Ahern’s site to purchase the book

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Collaboration award winner shares six success factors

Collaboration comes in many forms. From cross referral arrangements to full mergers, the 175 applications for the 2011 Colorado Collaboration Award represented a wide range of collaborations. This year’s winner was the Northwest Colorado Community Health Partnership (NCCHP).

What set the winning collaboration apart from the other 174 applications was the breadth and depth of commitment from all six organizations to full, unimpeded collaboration and the results this commitment had achieved in six years. From sharing funds to joint processes to group consensus on decisions, NCCHP functions in all capacities as a collaborative.

Lisa Brown of the Northwest Colorado Visiting Nurse Association (NWCOVNA) said she was surprised NCCHP won the first-ever award. She thought their work was commonplace. “Doesn’t everyone work this way?” she asked. And given the great outcomes for the communities in Routt, Rio Blanco, Jackson and Moffat Counties, the increase across the state in collaboration as a standard operating procedure has great potential for increasing the impact of the nonprofit sector.

The first-ever winner of the award, the NCCHP, includes six organizations: Colorado West Regional Mental Health, Independent Life Center, Yampa Valley Medical Center, Northwest Colorado Dental Coalition, Routt County Department of Social Services and the Northwest Colorado Visiting Nurse Association. The collaborative was formalized in 2005 and has a budget of roughly $70,000 per year.

Factors for Success:

Formal agreement and strategic plan

NCCHP is following best practices in collaboration by having clear memorandums of understanding that outline the roles, responsibilities and expectations of all involved. The NCCHP is guided by a six-person steering committee, but much of the work is carried out by various subcommittees and work groups. The overall work of the partnership is guided by the work plan, which serves as a kind of strategic plan for the group. Engaging subcommittees has allowed the work to remain relevant to a variety of constituencies as well as involved more individuals throughout the partner agencies.

Mission-focused organizations

The overall goal of the partnership is to “develop a sustainable, regional network of care.” One of the key ingredients cited in the application was the mission-focused nature of all six partners. Each organization is committed to the overall mission of the collaborative, instead of simply perpetuating its own individual nonprofit organization. As stated in the application, “The core commitment of partners to a vision that transcends the needs of individual organizations has served as the true backbone of NCCHP’s structure…partners have come together to realize a shared vision regardless of the benefit to individual agencies or their particular constituents.”

Group trust

The group representatives and organizations have built a high level of trust over years of working together that is critical to their ongoing work. The partnership has clearly expressed values, which
include excellence, integrity, compassion and community, that all parties practice. These shared values provide a common foundation for discussions and decisions. Each organization has an internal culture of collaboration and respect that transfers into their collective work. Trust is built over years, not days, and is integral to the ongoing communication, commitment and adaptability of the collaboration.

Roots in community

The partnership was formed in response to a lack of health care services for low-income and underinsured or uninsured residents in the northwest region of Colorado. More than 100 individuals were involved in the early stages of developing the partnership’s mission and goals. These conversations were well underway among the groups when additional funding from The Colorado Trust became available. These dollars helped to institutionalize the work, not begin it. The Colorado Trust money allowed the partnership to move forward more quickly and validated its hard work. As the initial funding streams phase out, the increase in monies the collaboration has brought to the region plus the Collaboration Award dollars will help maintain the partnership.

High-level staff commitments

Strong collaboration such as the NCCHP takes a commitment of time and effort. Each organization in the winning partnership dedicates leadership level staff to the steering committee as well as other personnel for various projects. However, each organization doesn’t feel like this is a burdensome commitment. As noted in the application site visit, one participant said, “It’s been a really good return on investment” to be part of the collaborative. The effort has paid off for the partners and the community.

Dedicated staff

The partnership is supported by a half-time project director and a half-time project assistant, both employed by NWCOVNA. Having dedicated staff has helped to maintain the momentum of the organization and has improved communication while clearly outlining responsibilities. Each partner organization contributes staff and resources to the work, and the specific staff support keeps the project on task, coordinated and updated.

Significant Community Impact

The NCCHP has achieved the following impacts:

obtained medically underserved and health professional shortage designations for the involved counties, allowing an increase of federal funds allocated to the area.

established a federally qualified health center in Moffat County that provides services to 3,000 individuals each year.

developed an integrated behavioral health project between the FQHC and Colorado West Regional Mental Health, serving 1,000 patients.

obtained funds from HRSA and the Colorado Rural Health Center to purchase medical equipment for centers in the region.

formed an eligibility committee which created a regional system of providing a sliding-fee scale for services to uninsured residents with many providers agreeing on a single eligibility process and accepting a common eligibility card.

formed a medical transportation committee which created a local system of medical transportation.

decreased the cost of healthcare in the region as more and more people receive preventative and primary care services instead of relying on ER services.

This collaboration has proved to be more than the sum of the parts, as the outcomes achieved could not have happened without all six partners working together.

Questions to ask about your collaborative efforts:

Are we mission-focused or organization-focused?

What support mechanisms are in place to support this extra work, budget, people, culture?

What are the shared values/goals between partners?

How can we formalize what is working well and continue to evolve?

Is there a breadth of commitment to collaboration throughout our organization? Staff, board, volunteers, clients?

How do we continue to remain relevant to community needs?

What systems are in place to ensure the longevity of the collaboration (MOU, protocols, staff assignment, strategic plan, etc.)?

See also:

The Power of Collaborative Solutions


World Cafe: Shaping Our Futures Through Conversations That Matter

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Three branding experts agree

What do you get when you mix the expertise of Brandraising author, Sarah Durham, and Breakthrough Nonprofit Branding co-authors, Jocelyne Daw and Carol Cone? You have a wonderful blend of advice that’s caffeinated with a triple shot of branding smarts.

When two books we’ve featured at CausePlanet converge on the same topic, I can’t help but highlight where thought leaders intersect. It’s like having two consultants in the room agree on how to give your communications a jumpstart (or espresso shot). What a luxury! Here are only a few of the many author intersections I discovered:

Developing a strong brand requires everyone playing caretaker

BRANDRAISING: “Brandraising, like barn raising, involves everyone in your nonprofit’s community—board members and staff leaders, volunteers, program staff, and perhaps donors and funders. Everyone plays a role in the development of effective communications,” says Durham.

BREAKTHROUGH BRANDING: Breakthrough nonprofit brands (BNBs) represent a shift from organizational silos to integration: Traditional organizations ask their marketing teams or individuals to perpetuate the brand. Because a BNB views itself as synonymous with the organization itself, care for the brand belongs to everyone.

Exceptional brands convey your mission, vision, and values as well as your identity or personality

BRANDRAISING: Durham explains that her model starts with the organizational level and makes up the top seven elements of the brandraising pyramid, because they direct all aspects of the organization’s work. These elements are the vision, mission, values, objectives, audiences, positioning and personality. Your organization’s personality is a reflection of both what your organization is and how you want your organization to be perceived.

BREAKTHROUGH BRANDING: Discover the authentic meaning of your brand. Vision, mission and values should rarely change, but operating principles and practices must constantly evolve, says Daw. A brand is the bridge between a nonprofit’s unwavering mission and its evolving strategies. It’s the embodiment of the focused, compelling idea at the heart of the organization’s identity. Articulating what a brand stands for enables it to connect with constituents’ core values.

View branding as a strategic investment that impacts all aspects of the organization

BRANDRAISING: Just like businesses analyze the return on their investment in marketing, nonprofits can begin to measure how the mission is advanced by brandraising. Durham further emphasizes the importance of strategically branding with the long view and how this position can empower nonprofit leaders to act with planning and agility versus react with costly short view decisions.

BREAKTHROUGH BRANDING: BNBs represent a shift from viewing branding as a cost to a strategic investment: BNBs of all sizes know that branding is one of the most cost-effective, sustainable ways to strengthen and sustain any organization. Smart branding is about strategy, not costly ad campaigns.

If you want to read about more convergences from the Page to Practice™ book summary of Brandraising: How Nonprofits Raise Visibility and Money Through Smart Communications, by Sarah Durham, and Breakthrough Nonprofit Branding: Seven Principles to Power Extraordinary Results by Jocelyne Daw and Carol Cone, subscribe to the summary library, visit the summary store or visit to order these terrific books.

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The six worst—and best—reasons to recruit business executives to your board

Many nonprofit executives, development officers and board members are eager to recruit business people from diverse backgrounds to their boards because they think business people will come in and solve their financial and strategic challenges. Other nonprofit leaders are more circumspect about recruiting business people to the board. Who’s correct–the believers or the cynics? Both.

Here are the six WORST reasons to recruit business people to your nonprofit board of directors:

Assume they’ll give you lots of money.

Assume they’ll get their corporations to give you money.

Assume they’ll raise money from rich friends and colleagues.

Assume they’ll bring business expertise to the table.

Assume they’ll be dedicated board members.

Assume they’ll be passionate about the mission.

Here are the six BEST reasons to recruit business people to your nonprofit board of directors:

Expect they’ll give you lots of money.

Expect they’ll get their corporations to give you money.

Expect they’ll raise money from rich friends and colleagues.

Expect they’ll bring business expertise to the table.

Expect they’ll be dedicated board members.

Expect they’ll be passionate about the mission.

Let me explain.

Having trained and placed several hundred business executives on global, national and regional nonprofit boards, I can attest to the tremendous value they provide to the boards they serve. In fact, the vast majority of these board members have ascended to board leadership positions, including serving as board chairs and officers and heading up capital campaigns, strategic alliances and other game-changing initiatives.

The keys to getting business people on board who will actually bring the resources, business acumen, dedication and passion the board needs in order to advance the organization are the following:

establishing a purposeful and thoughtful match between the board candidate and your organization, based on what the candidate has and wants to offer and what your board needs.

having candid conversations with the board candidate about the financial and strategic challenges facing your organization and how the board hopes she or he in particular can add value–in very specific terms, such as financial contributions, fundraising, expertise, time and introductions.

understanding what about the organization is compelling to the particular candidate and making sure the role you need and expect him or her to play will be personally meaningful and rewarding.

organizing the board so that board members can engage meaningfully and productively and making sure there is adequate staff support for the board to deliver.

Boards and board members become disillusioned and disappointed with each other when expectations are not clear upfront, the board environment is too dysfunctional for board members to engage productively, and there is a failure in leadership to advance forward momentum.

Boards and board members thrive when expectations are established and agreed upon at the outset, the board is organized for efficiency and effectiveness, the staff supports the board in implementing its work, and the board chair and CEO work in partnership to engage the board in maximizing its potential.

The best boards work in collaboration with the CEO to envision the organization’s greater potential, determine and commit to core programs for high impact, establish a sustainable revenue model, and work in concert to achieve strategic and financial success. The best boards are comprised of people from diverse backgrounds and perspectives who together have a deeper understanding of the issues they are addressing and the capacity to find the best solutions. Click here for more specific information and articles on building quality boards.

Boards that recruit and engage business people purposefully and thoughtfully will gain the full benefit of their business acumen, passion, commitment, financial resources and introductions. And a board comprised of people from diverse backgrounds with the will and the might to succeed will propel the organization to achieve its greatest potential in service to the community.

See also:

Leveraging Good Will

The Nonprofit Leadership Team

Leaders Make the Future

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