I’m going to challenge you as a director. Ask yourself, can I trust that my board has done its work well enough for management to make big decisions? If the answer is no – you’re most likely not on a high performing board. Continue reading
In today’s article I’m contemplating popular election as a model for selecting directors for an association. I often wonder what single big thing would vastly improve the quality of governance in the association space, and you know it might just be to appoint better directors.
I’m inherently torn between two concepts I firmly believe in. Continue reading
Today, I’m musing about what makes some directors operate like supreme court justices that go charging into management territory like a Kardashian at a fame fest. We are mostly all aware that Board can make all the decisions in an organisation if they want to. We also know that doing so is highly ineffective and at times destructive. However, so often directors either individually or collectively will have an issue come up, often through management reporting, and instantly they want to make a ‘decision’. Anyone who’s worked in management for a board will hear the words ‘why did the board get involved’ in their head, because that’s the question they’ll often get from staff. So why did the board get involved?
Let’s take a look at some tips for boards wondering if they’re making the right types of decisions.
Let’s be honest, one of the most challenging issues to deal with in associations is the interface between the President and the CEO. For many years now I’ve contemplated how best to define the relationship in a way that respects and values both the role of president and the role of CEO and I’ve decided to publish this article because I know it’s an area that creates some very interesting debate among my peers.
The principle of “founder trap” is alive and well, but not only in the small to medium size enterprise (SME) which is the area traditionally thought of when talking about founder trap, but it is alive and well in our not for profit (NFP) space.
When we talk about founder trap, typically we are talking about a trap that many entrepreneurs fall into. It describes the phenomenon where people with good craft skills are successful in growing their enterprise to a point where it requires professional management. The trap that many fall into is assuming that they are equipped to manage such a business despite the lack of education and training in management. This phenomenon is well documented in the literature related to SME’s.
The area where it is not well understood is in the not for profit (NFP) space. Continue reading
There are many different kinds of umbrella organisations. I’m involved in several myself and I’ve often wondered about the effectiveness of them. Therefore, I’m writing a piece about umbrella organisations to start a conversation about the topic.
There is no question in my mind that umbrella organisations can be an effective vehicle for bringing together people or organisations with common interests. They often deliver significant economies of scale and can achieve a significant amount by focussing resources and energy in a specific direction. Continue reading