Like it or not, for most nonprofit EDs, managing their board takes at least 25% of their time.
In my experience, less than half of nonprofit leaders feel their Board pulls their weight with respect to being effective agency ambassadors.
So you have this group of well-intended volunteers who take a lot of an executive director’s mental energy with little to show for it.
There are many levers to pull to get one’s Board engaged and active.
Today I want to focus on the relationship between the Board chair and the ED as one piece of the puzzle of developing and engaged Board of Directors.
If you can get fully aligned with your Board chair and create a respectful, boundary appropriate relationship you are half way there to changing the dynamic where the Board shifts from a burden to an asset.
This shift takes time and intentionality-
See the full show notes at relishyourole.com/4
Find more practicable tips on my website Relish Your Role. com. I have so much respect for the work you do!
Thanks for listening.
Like it or not, for most nonprofit EDs, managing their board takes at least 25% of their time.
In my experience, less than half of nonprofit leaders feel their Board pulls their weight with respect to being effective agency ambassadors.
So you have this group of well-intended volunteers who take a lot of an executive director’s mental energy with little to show for it.
There are many levers to pull to get one’s Board engaged and active.
Today I want to focus on the relationship between the Board chair and the ED as one piece of the puzzle of developing and engaged Board of Directors.
If you can get fully aligned with your Board chair and create a respectful, boundary appropriate relationship you are half way there to changing the dynamic where the Board shifts from a burden to an asset.
This shift takes time and intentionality-
See the full show notes at relishyourole.com/4
Find more practicable tips on my website Relish Your Role. com. I have so much respect for the work you do!
Thanks for listening.