Risk Management in Uncertain Times

In today’s uncertain times, everyone needs to think about risk. This includes financial fraud or cyber security risks, which I wrote about in my last post. Additionally, economic downturns can increase the demand for services while simultaneously straining donors’ financial capacity. I hope to address this in a future post. In this post, I want to focus on proactive steps organizations can take in case they come under government scrutiny.  Thorough preparation and attention to detail minimize your risks.  I have actionable ideas for both boards and staff. I also addressed some of these issues in a previous post. Governance… Read more

Should Your Organization Be a Fiscal Sponsor for Another Organization?

A reader reached out to me to share an experience they had with fiscal sponsorships. They had some great ideas which I share in this post. Personal Reflections on Being a Fiscal Sponsor As told by a nonprofit CEO somewhere in the United States. My organization has done many fiscal sponsorships. Although we structured them in basically the same way, two of them did not go well. This has led to some personal reflection on my part. None of the organizations we hosted had separate legal status. We did not have an end date in mind. We did not see… Read more

Co-Leadership Revisited

A reader responded to my last story about an organization that tried having three co-leaders but ultimately decided that they wanted one CEO instead of three. This reader has been in a for-profit partnership — which is the same as co-leadership — for over a decade. He shared his thoughts about what makes his partnership work and provided ideas for organizations considering a co-leadership model. Co-Leadership Can Work – But Be Cautious As told by a Partner somewhere in the US. I have had a successful co-leadership experience in a relatively small for-profit professional services company. We call it a… Read more

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