3 Reasons to Ask: “What Could Kill This Organization?”

It’s a startling question. The answers provide critical guidance for risk management, strategic planning, writing governance policies.

Responding to Sabotage on the Nonprofit Board

Sabotage is disruption and damage, usually done on purpose. How can you respond to sabotage on a nonprofit board?

How to Give a Great Curtain Speech

Directors hate them. Fundraisers swear by them. And board members often get called on to make them. Done badly, they kill the natural excitement that fills a theatre immediately before live performance. Done well, they help the audience connect beyond the immediate performance. The curtain speech is very much like the “elevator speech” exercise in business: you have 90 seconds to engage your listener and entice them to become involved in your project. What will you say?

Nonprofits in the News: Alert to Nonprofits Using Unpaid Interns

Seth Perlman provides a useful heads-up to employers—including nonprofits—that use unpaid interns in their organizations.

Fresh Eyes. Fresh Air. Fresh Horses.

New board members bring three gifts that expire by the end of their first year on the board: fresh eyes, fresh air, and fresh horses.

How to Deliver Bad News as a Nonprofit Board Chair

If a crisis puts the organization’s people, assets, or intended outcomes at risk, then major donors, clients, staff, or the community need to know. Here’s a simple outline of what to say.

3 Reasons to Extend the Terms of Board Members

Rare as the need may be, here are three reasons to extend the terms of board members.

Let Go of the Executive Committee

Many nonprofit boards still have executive committees. Most of these boards haven’t stopped to consider why they have them or if they really need them. An executive committee may have been a good response when it was difficult for the full board to meet, or when communication was difficult, expensive, or slow. With the options available now to connect groups of people quickly and cheaply, the only reasons for maintaining a separate executive committee are bad ones.

Leading Through the Crisis That Hasn’t Happened—Yet

Off-balance. Unable to cope. Distressed to the point of impairment. A crisis is not the aggravating problem that erupts on Tuesday and the staff resolves by Thursday. A crisis is big enough to up-end the organization, and you can’t always see it coming. It may have staff, donors, and even clients questioning their ability or willingness to continue. Your board can prepare to lead through the crisis that hasn’t happened yet. Develop an emergency response plan that adapts quickly to whatever may come.

From Nonprofit Quarterly – A Reminder to Check Your Nonprofit’s Liability Coverage

Rick Cohen, national correspondent to NQ, writes about two nonprofits that may face possible legal action without the benefit of liability coverage.