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Don’t get stuck in mud: Help your board develop a sense of urgency
William D. Pawlucy Association ManagementA Harvard Business Review article from 2008 features a quote every nonprofit organization should have posted in the board room: "True urgency is a set of emotions, a gut-level feeling that we need to get up every single day with total determination to do something to deal with those hazards and opportunities and make some progress, no matter how modest, and do so today." How many times do we feel like we are stuck driving through mud in our organizations, waiting for a key decision to be made on a sensitive or urgent issue?
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Feeling trapped on a board
Robert C. Harris Association ManagementHe was excited to be a new director on the association's board of directors. By his second meeting, he was feeling trapped in an unpleasant three-year commitment. This scenario happens too often. While associations seek leaders, the culture of the board may not be so welcoming. A board set in its ways, or without the principles of engagement and transparency, will be a hurdle for new volunteers.
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Managing your expectations and workload during strategic planning
William D. Pawlucy Association ManagementEvery day there are many nonprofits in the world moving through the beginnings of a strategic plan. In every one of these sessions, nonprofit boards are creating the road map for their organizations, which is exciting. But there are many executive directors who are dreading the possibility of overloading their staff with too many initiatives. How can an executive director effectively manage expectations during the strategic planning session without putting a damper on the board's enthusiasm?
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Setting goals the S.M.A.R.T.E.R. way
D. Albert Brannen Business Management, Services & Risk ManagementSince the early 1980s, management consultants have used an acronym, S.M.A.R.T., to guide people through effective, objective goal-setting. That easy acronym is still one of the most popular frameworks for performance management in the workplace — or in any other goal-setting for that matter. Over time, this acronym has been tweaked and expanded. One variation is to make goals S.M.A.R.T.E.R., which indicates that goal-setting is an ongoing, continuous improvement process.
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Who votes on your board? Ex officio directors losing favor
Robert C. Harris Association ManagementWhen the society's board meeting was called to order, a representative of the college's Office of the Dean attended. According to the organization's bylaws, the dean was an "ex officio" member. The bylaws indicate 18 directors on the board, three of which are ex officio. The rationale was that it would be good to exchange information with these important stakeholders.
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Does maturity really matter in leadership?
Betty Boyd Business Management, Services & Risk ManagementMaturity is usually relegated to those individuals who are considered wise and sage. Maturity does not always mean you are of a certain age. Most people view someone that not only is mature but also has a position.
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What nonprofits can learn from a taekwondo master and a piano teacher
William D. Pawlucy Association ManagementIt is amazing how everyday life can help shape our thinking in areas we never thought would be impacted by unrelated activities. There are three lessons that I have taken away from my taekwondo master and my piano teacher that will stick with me for the rest of my life in the way I do business and also how nonprofits can approach their business.
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Why have a strategic plan?
Lou Figueroa Association ManagementTwo years ago while starting a foundation, I was asked this question: "Do you have a strategic plan?" At the time I wasn't sure why I needed one, but today it makes more sense than ever. Many people have the desire to lead an organization but have little or no idea how to create a roadmap for success. The strategic plan is an important part of that process.
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Drawing a clear line on transparency in associations
Robert C. Harris Association ManagementLast week, a member of the board of directors gave his meeting packet to a local chapter president. It included the parent organization's proposed budget, roster of dropped members and confidential contract proposals. When asked why, he replied, "We’re nonprofit, we have to share the information with members."
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Glass half-full or half-empty? Maybe it’s time to get a pitcher
Jessica Taylor Business Management, Services & Risk ManagementIs your glass half-full or half-empty? This question has been used for decades to emphasize the difference between negative and positive thinking. It's the tool that's used to describe two type of people — optimists and pessimists. But how do you know how full someone's glass is?
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