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Soft Skills Support Hard Leadership Challenges

.orgSource

Sue’s deep experience with boards and leadership makes her the perfect resource for a conversation about coaching new and more seasoned directors. She served as executive director for the American Society for Aesthetic Plastic Surgery (ASAPS) for 13 years and has almost 30 years of experience in the association industry.

Skills 221
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Leadership’s Biggest Perk—Giving Others a Boost

.orgSource

Most CEOs are lucky enough to have a mentor or two in their past. The rise of diversity, equity, and inclusion as a priority, coupled with the imperative to utilize talent more effectively, signals the need for a more deliberate approach to mentoring. Be Intentional What can we do to facilitate more deliberate mentoring relationships?

Mentoring 251
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Mastering Nonprofit Board Recruitment: A Strategic Guide for Executive Directors

Bloomerang

This isn’t about filling seats; it’s about enriching your organization’s culture and capabilities with new perspectives to support your mission and drive growth. Reach out to colleagues, friends, mentors, and professional acquaintances—anyone you know who may have connections or recommendations for prospective board members.

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Raise the Board’s Financial IQ

.orgSource

A director who can’t read your balance sheet, can’t be a great leader. When directors understand their role in stewarding and growing resources, keeping track of that progress becomes a lot more interesting. Outline Responsibilities Don’t assume that prospective directors understand the depth of their commitment.

Raise 419
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Onboarding the Board—Your Opportunity to Promote Peak Performance

.orgSource

The categories that are represented should reflect qualities that directors bring to the board as well as characteristics that will enhance the organization’s growth and development. Once you know who is needed, you must explain exactly what the organization expects from their service both in terms of activities and culture.

Mentoring 221
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Flat, Tall, or In Between—Is It Time to Evaluate Your Organizational Structure?

.orgSource

As many as five tiers of responsibility (junior positions, middle managers, executive staff, committees, and the board of directors) are not unusual. At Zappos, this arrangement is designed to reflect the company’s values and culture. Happiness is at the core of Zappos culture. We don’t have a lot of layers. That’s trust.

Structure 251
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For Positive Outcomes, Hold a Mirror Up to Board Performance

.orgSource

That’s probably why more organizations don’t have a process for evaluating the board of directors, or if they do, that assessment is not continuous. In 2022, 52% of companies in the S&P 500 disclosed that they conducted a combination of full board, committee, and individual director evaluations, up from only 37% in 2018.