We’re a CBO!

  • What does “nonprofit” really mean?
  • Three (interactive) sectors (public; private; community benefit)
  • Can a “nonprofit” make a profit?
  • Who “owns” the community benefit organization (CBO)?
  • Why are community benefit agencies tax-exempt?
  • Distinctions between community benefit and for-profit corporations: where does the profit go?
  • The Mission/Money Matrix
  • To whom (or what) are community benefit organizations accountable?

 

What Do Great Boards (and Board Members) Do?

  • What is governance?
  • What is peak-performing governance?
  • What does “fiduciary” really mean?
  • Why do community benefit organizations have boards?
  • What are the legal responsibilities of board members?
  • What is the fundamental distinction between governance and management?
  • The board acts as a whole; the board speaks with one voice; the board (mostly) focuses on ends; the board has one employee (from Policy Governance)
  • The Good Governance Spectrum
  • “Governing in Three Modes”
  • What do peak-performing boards NOT do?
  • What is Servant Leadership?
  • What do peak-performing boards NOT do?

 

Your Best Board Meeting. Ever!

  • Board meetings or “bored” meetings?
  • An emphasis on the past, present or future?
  • Purpose & frequency
  • Agenda (development of; number of items; link to strategic plan)
  • Minutes
  • Zero-based verbal reports
  • The action-info axis
  • Consent Agenda
  • Robert’s Rules or Roberta’s Rules?

 

Nurturing a Powerful & Productive Board / CEO Relationship

  • What’s a syllabus? What makes a great teacher?
  • A mutually supportive partnership: CEO of the Year. Every year! Board of the Year. Every  year!
  • What’s in a title?
  • The board has one employee
  • Who evaluates? The role of the CEO Support Committee
  • Prerequisites for an effective CEO support program: vision, mission, values and plan
  • The CEO’s annual goals (development of; monitoring; revising)
  • The importance of constant feedback (formal and informal)
  • The regularly scheduled CEO/Board Chair phone call
  • CEO self-assessment
  • Formative and summative evaluation
  • Pay for performance
  • The Annual Performance Appraisal: the “no surprise” philosophy
  • The CEO and the staff

 

Recruiting and Retaining the Peak-Performing Board

  • What’s the most important standing committee of the board?
  • “The Board Building Cycle” (BoardSource)
  • What’s the single most accurate predictor for success of the new board member
  • Attributes of an ideal board member
  • But what about skills?
  • Where do we find committed board members?
  • How long does the process take?
  • What does a board member job description look like?
  • Why do “Term Limits” matter?
  • How --- and why --- do we orient and mentor new board members?
  • What goes into the Board Manual?
  • How --- and why --- do we assess the performance of our board-as-a-whole AND individual board members?

 

What Officers Should We Have? And What Do They Do?

  • Board Chair
  • Board Vice-Chair
  • Board Treasurer
  • Board Secretary

 

Accountability & Oversight

  • What does “fiduciary” mean?
  • IRS
  • Nonprofit Ethics: whose responsibility is it? How do we do it?
  • Key (financial) data for all board members
  • Role of the Finance (Audit/Budget) Committee
  • Reports: How frequently? How much detail? How do we use them?
  • Program accountability
  • The Board Member Code of Conduct and a Code of Ethics

 

Strategic Thinking

  • Planning for a community benefit organization: where do we begin?
  • What’s a Vision?
  • What’s a Mission?
  • What’s a Values Statement?
  • What’s a strategy?
  • “SMART” goals & the one year work plan
  • Board and staff –respective roles in planning
  • How much detail?
  • Monitoring and updating

 

Board Structure: Effective Board Committees

  • Zero-based standing committees (i.e., the fewer the better!)
  • Ad hoc committees and task forces
  • Relationship between committees and the full board
  • The Executive Committee: should we have one?
  • What if the board rejects a committee recommendation?
  • What are the most important standing committees?

 

New and Exciting Trends for High Performing Nonprofit Boards!
  • What is a Community Benefit Organization?
  • What is the board’s Number 1 leadership responsibility?
  • What should our board NOT do?
  • Why should the board assess its own performance…..and how does it accomplish it?
  • How many standing committees should we have? What do they do?
  • What qualities should we look for in new board members?
  • Should we have term limits for board members?
  • What does a Board Member Job Description look like?
  • Who is the Board’s one-and-only employee?
  • What’s a Consent Agenda …..and what does “zero-based verbal reports” mean?

 

Let’s Start a Thriving Advisory Council!

  • What is an Advisory Council? Should we have one?
  • What works? What doesn’t?
  • Guidelines for an effective Advisory Council
  • What NOT to do
  • Sample Advisory Council member job description
  • Sample letter-of-invitation to join your Advisory Council

 

The Essence of (Self-) Leadership

  • Attributes of outstanding leadership
  • Leadership as mountain-climbing
  • Obstacles to realizing our full potential……and how to overcome them
  • Making a difference in the world
  • Spotting opportunities in every challenge
  • A new definition of success
  • Lead yourself before leading others
  • The amazing power of choice
  • The journey is the destination
  • Present-moment living
  • Inspiring others
  • The joy of leadership

 

Thomas-Kilman Conflict Mode Instrument
The Thomas-Kilman Conflict Mode Instrument (TKI) assesses an individual’s behavior in conflict situations –that is, situations in which the concerns of two people appear to be incompatible. In conflict situations, we can describe a person’s behavior along two basic dimensions: 1) assertiveness, the extent to which the individual attempts to satisfy his or her own concerns, and 2) cooperativeness, the extent to which the individual attempts to satisfy the other person’s concerns. These two dimensions of behavior can be used to define five methods of dealing with conflict.

 

Colourblind™
Colourblind™ is a communication and problem-solving exercise designed to illustrate how individuals make sense of situations by drawing on their previous experience and knowledge and how they attempt to convey to others their understanding of these situations. As spoken language is a primary vehicle for communication, Colourblind™ emphasizes its importance in establishing common meaning.

 

Visual Explorer
In mission-critical situations many different perspectives are typically present, information and other resources are frequently lacking, and yet the responsible group  needs to be coherent in its purpose and clear in its understanding in order to take urgently needed action. How do people find coherence leading to action in such situations? Through dialogue. Visual Explorer facilitates dialogue and helps groups reach a shared understanding about specific challenges. It includes 224 carefully chosen color images that invite examination and explication, and thereby acts as a resource for groups seeking to explore complex topics. Groups using Visual Explorer can collectively explore a complex topic from a variety of perspectives, building a shared understanding in preparation for making choices and taking action.

 

Leadership Metaphor Explorer
Leadership Metaphor Explorer™ is a tool to support insightful conversations about leadership. LME is a deck of 80 4” x 6” cards. Each card shows a possible metaphor for leadership, as a drawing and caption. The metaphors cover a range of dependent, independent, and interdependent forms of leadership culture. In using the tool participants may, for example, choose cards that show current and desired forms of leadership. Lively dialogue ensues, ranging from personal leadership styles to changing the leadership culture.

 

Change Style Indicator
The Change Style Indicator is a change management assessment designed to measure preferred styles in approaching and dealing with change. The Change Style Indicator identifies strengths and pitfalls of change style characteristics. Knowing one's change style preferences can allow individuals to work together as a team, revising work processes and delivering more satisfactory results. It looks at factors that can impact an organization's readiness to deal with and sustain change in challenging times. Your score on this change management assessment tool will place you on the change style continuum ranging from a Conserver style to an Originator style. A third style, the Pragmatist, occupies the middle range of the continuum. The three styles display distinct differences and preferences when approaching change.

 

OurTown®
OurTown® is a simulation set in a nonprofit agency that evokes participants' emotional responses to unexpected changes in the workplace. OurTown® will help participants understand characteristics of effective leadership before and after change and develop awareness on leading people as they pass through the change transitions.

 

The Pollyanna Principles: A New and Revolutionary Way “Nonprofits” Can Change the World!
The Pollyanna Principles, created by Hildy Gottlieb, is considered by many to be the single most important contribution to the sector in many, many years. Attend this workshop and learn how The Pollyanna Principles can help you create a transformational future for your organization and your community.

 

Kumer Associates, LLC 2013(C).