Many nonprofit organizations are re-thinking leadership, and some are trying a co-Leadership or Distributed Leadership model where they have multiple CEOs or Executive Directors. I have been interested in seeing why organizations decide to try this model and the benefits and challenges they face. I interviewed the Board Chair and the current sole Executive Director of a small nonprofit on the east coast that tried a co-leadership model on an interim basis for a year. They had three co-EDs. In the end, they decided to have just a single ED. I wanted to understand what motivated them to try co-EDs… Read more
Category: Board, Board Chair, ED/CEO Roles
Connect with Every Board Member Annually
In my last post, a CEO shared a story about setting expectations for prospective board members and then reminding them yearly. She noted that when she started her position as CEO, she met with every person on her board. I applaud that she did this. I recommend that every new CEO take the time to meet with every board member and then stay connected in subsequent years. I also recommend that the Board Chair meets with board members yearly if possible. If the board is large, then the Board Chair, the Chair Elect (Vice Chair), and the CEO might split… Read more
What Happens When a Board Fails at Oversight?
A reader shared this story with me. Their reflections on what went wrong are great lessons for all board members. The ED went rogue out of arrogance. The Board Chair thought he personally managed the ED. The rest of the Board did not insist on transparency and oversight. Overconfident ED, Self-Important Board Chair, Acquiescent Board Means Trouble As told by a Board Member someplace in the US I have been on many nonprofit boards over the years – mostly in one specific programmatic area where I have developed expertise. The situation I am about to describe was difficult. I often… Read more
What Happens When Your CEO Shifts Focus?
A former Board Chair recounted how an innovative program garnered national recognition and sparked demand for their visionary CEO to speak at conferences and consult with other organizations. Unfortunately, this meant the CEO began to neglect their own organization. The Board Chair described how the Board learned about and addressed the challenges. Innovative Program Creates Demand for Visionary CEO’s Insights As told by a Board Chair somewhere in the US. I served on the board, and later as Board Chair, of a state-wide direct service organization that had developed a groundbreaking and effective program. The CEO, a respected innovator with… Read more
Changing Board Culture
A colleague shared a story about how she transformed a lax, weak board into a more responsible and engaged one. She notes that changing culture takes agreement, transparency, patience – and some ingenuity. Lack of Oversight Could Be Negligence As told by a Board Chair somewhere in the US. I served on the board of a nonprofit that had been around for decades and that had a very strong CEO. I joined because of the reputation of the CEO and the organization and because I was very passionate about the mission. I should say that I have also served on… Read more





