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business
the leadership experience

Questions and Answers of The Leadership Experience

=+4. Is there a crisis protocol to ensure that a message will be crafted
=+On other matters, if the board or staff is called for comment, what is the policy with regard to their permission to provide information?
=+3. What constitutes information that should only go through official channels in order to be properly communicated to the community?
=+ Are there situations where it could be more than one person?
=+2. Are there guidelines for selecting the official spokesperson for the organization?
=+1. Does the organization have a formal communications plan, including a plan for crisis communications as well as for good news, that is shared with the board?
=+6. How might the board or the staff or both be productively drawn into the executive director counseling process?
=+Is the board prepared to pay to secure this kind of help?
=+5. What kinds of outside assistance might be appropriate to help an executive director improve performance?
=+Who is responsible for working out the steps with the executive director that can lead to improved performance?
=+4. What various actions are possible when problems are identified with the executive director’s performance?
=+ Are there triggers that lead to the scheduling of special sessions if they cannot wait for regularly scheduled performance evaluations?
=+3. What diagnostic tools are available for pinpointing problems in the performance of the executive director?
=+If not, how can that challenge be addressed?
=+2. Can this system also pick out shortcomings in the relationship between the board and the executive director?
=+ If not, how can the problem be addressed?
=+1. Is there a regular system in place for identifying problems in the relationship between the board and executive director?
=+ Are there ways that appreciation can be made obvious and made public?
=+6. What other perks that do not cost money have been considered to reward the executive director?
=+5. If the executive director has had a long tenure or was promoted from within, is there a procedure for regularly assessing whether he or she is being treated fairly?
=+Does he or she spend too much time on mundane matters because of inadequate support?
=+4. Does the executive director have proper help in the office?
=+3. Has the board considered offering release time, either for national meetings or a sabbatical, to the executive director?
=+ Has any thought been given to a deferred benefits package?
=+If the current salary and benefits are well below par, has anything been done to start rectifying the problem?
=+2. Has any effort been made to determine what comparable positions pay both locally and nationally?
=+ How high a price in time, money, prestige, or community opinion would be paid if the executive director left?
=+1. How valuable is the executive director to the organization?
=+ Are there ways that appreciation can be made obvious and made public?
=+6. What other perks that do not cost money have been considered to reward the executive director?
=+5. If the executive director has had a long tenure or was promoted from within, is there a procedure for regularly assessing whether he or she is being treated fairly?
=+ Does he or she spend too much time on mundane matters because of inadequate support?
=+4. Does the executive director have proper help in the office?
=+3. Has the board considered offering release time, either for national meetings or a sabbatical, to the executive director?
=+ Has any thought been given to a deferred benefits package?
=+ If the current salary and benefits are well below par, has anything been done to start rectifying the problem?
=+2. Has any effort been made to determine what comparable positions pay both locally and nationally?
=+How high a price in time, money, prestige, or community opinion would be paid if the executive director left?
=+1. How valuable is the executive director to the organization?
=+ Will it be necessary or desirable to utilize a consent calendar approach?
=+5. What is the timeline for final approval? What steps will lead to a final vote?
=+ If so, how can this individual help bring about consensus and move the process along on schedule?
=+4. Will a consultant be used?
=+ How can the executive director ensure that the detailed knowledge and experience of the staff enriches and informs the process?
=+3. How will the staff be involved?
=+ Is there a planning committee that will solicit and represent the views of the trustees?
=+What role will the board president play?
=+2. How involved will the board be in the process?
=+ How will they be involved?
=+Besides trustees and staff, are there others whose opinions matter—funders, volunteers, constituents, community and field leaders?
=+1. How inclusive should a planning process be for the organization?
=+leader is well-informed and able to respond to questions and concerns of the board?
=+6. If the executive director’s financial responsibilities are delegated to another staff person, is there sufficient communication, so that the staff
=+ Does he or she serve as a proper conduit between the financial activities of staff and board?
=+5. Does the executive director have a proper understanding of the finances and the financial management activities of the staff?
=+ In what areas can the relationships be improved?
=+4. How well do the treasurer, the board chair, the finance director (if there is one), and the executive director work together?
=+Is there appropriate information sharing with the executive committee, such that its members can decide what needs to be forwarded to the full board for review and votes?
=+Are they able to digest detailed information and make informed recommendations?
=+3. How active are the treasurer and the finance committee?
=+ Do these reports include both sufficient detail and appropriate summary information that everyone can understand?
=+2. Is the board satisfied with the financial reports they receive?
=+ If not, what improvements can be made?
=+Do they have sufficient information to make good decisions and carry out their fiduciary responsibilities?
=+1. How well-informed are the trustees about finances in the organization?
=+ If not, are there ways that he or she can get more help?
=+carry out the functions involved in getting board members to become involved in fundraising?
=+6. Is the executive director sufficiently experienced and confident to
=+ Are there experienced trustees or staff willing to accompany inexperienced solicitors on calls, at least initially, until they have had some success?
=+ Are these sessions set up to address their anxieties?
=+5. Are there training opportunities for those who are willing to be solicitors?
=+Are there ways that individuals can opt for those areas where they will be most comfortable and successful?
=+ Are there special orientation sessions for new trustees?
=+4. How are board members oriented to the comprehensive nature of fundraising and the many opportunities to do different tasks associated with it?
=+ Does the executive director get assistance from trustees in helping to deal with problem situations?
=+ Is there a system of monitoring, reminding, and addressing situations where work is not getting completed?
=+3. Are fundraising assignments documented, scheduled, and put into a master calendar?
=+What are some strategies to address their concerns and fears?
=+2. If and when trustees refuse to get involved in fundraising, what reasons do they give?
=+Should an explicit written policy be developed?
=+ If a policy does not exist, is the topic regularly discussed?
=+ How is the requirement stated?
=+1. Is there a general policy that trustees in the organization should be involved in fundraising?
=+What incentives can be created to ensure that they give at the level at which they are capable?
=+6. What more convincing arguments can be made to get board members to give?
=+Are there ways the executive director can be helpful in the process, without jeopardizing important board relationships?
=+5. Are there board members who are willing to take on the problem of inadequate trustee giving?
=+ How do these change (and presumably rise) over time?
=+ Is there a goal for the board as a whole?
=+4. Is there a minimum giving requirement?
=+ How are they shared with existing and prospective board members?
=+ What are they? How and where are they expressed?
=+3. Are there explicit policies in place about giving?
=+ Do the reasons for this nonparticipation appear to be valid ones, or should the policy be changed?
=+2. Are there members of the board who for one reason or another are not required to give?
=+ Is the giving level high enough?
=+Is there 100 percentparticipation?
=+1. Is the board fulfilling its giving requirements?
=+Speaking confidentially and honestly to candidates about the position?
=+ Providing a list of actual candidates? Vetting candidates?

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