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business
the leadership experience

Questions and Answers of The Leadership Experience

=+of making suggestions and vetting candidates, even if some of the discussions need to be restricted to trustees only?
=+3. In the case of self-perpetuating boards, are there formal and open ways that the executive director can be invited to participate in the process
=+2. If the appointments to the organization’s board are made by another entity or individual, are there ways that existing board members and the executive director can influence those decisions?
=+ What do the bylaws specify in terms of who is involved in the process?
=+1. What are the official processes for identifying, nominating, and electing new trustees in the organization?
=+6. What are the main talking points as trustees and the executive director talk to board prospects about governance responsibilities in the organization?
=+5. Is there a glide path for volunteers (including board members) who are not comfortable with change, helping them transition to new roles?
=+Who is primarily responsible for reeducating them about what will be required of them in the future?
=+ Has organizational growth shifted their roles?
=+4. How fully cognizant are the trustees of their governance responsibilities?
=+professionalize the staff of a growing organization, replacing volunteers with paid staff?
=+3. What support will the board provide to help an executive director
=+How can an existing volunteer leader be helpful without being intrusive, while ultimately stepping aside?
=+2. What steps must take place for a first-time executive director to be successful?
=+What key indicators would signal that one is needed?
=+1. Is the organization too small for an executive director at this time?
=+the time they are voted on by the full board, to ensure that they will not be held up?
=+6. Are there ways that important decisions can be vetted early, prior to
=+If so, is it made clear to them that their role is advisory only?
=+5. Is there a committee structure that allows trustees who have in-depth knowledge and interest about an area to have an opportunity to express their views and make suggestions?
=+help remind those who are acting as shadow staff that this is not an appropriate trustee role?
=+4. Is there an experienced and skilled president (or other trustee) who can
=+ Is there a mechanism by which the executive director can safely and privately raise concerns about the problem?
=+3. Are board members who are knowledgeable about programs and activities too involved in day-to-day decisions?
=+2. Have the president and the executive director had an opportunity to speak frankly about getting more balance on the board, and is there a mechanism for doing so?
=+1. How well are the four “w’s ” (wealth, workers, worriers, and wisdom)represented on the board?
=+ Vetting candidates? Speaking confidentially and honestly to candidates about the position?
=+Providing a list of actual candidates?
=+ Providing a vision of the future?Identifying desired qualities needed in a successor?
=+6. If yes, in what ways can the outgoing executive director assist in the identification of a successor?
=+ Is the relationship such that the board feels comfortable making the request?
=+5. Is it appropriate to ask the outgoing executive director for assistance in the search for his or her successor?
=+4. Has a proper interim administrative structure been set up to ensure appropriate leadership during a possible transitional period between an outgoing and incoming executive director?
=+ If not, can anything be done to encourage more time before his or her departure?
=+3. Has the outgoing executive director provided a reasonable amount of notice?
=+Are there any processes in place to nurture them for possible future leadership?
=+2. Are there any staff members who could conceivably be future executive directors in the organization?
=+ Is there a succession plan in place?
=+1. How well-equipped is the board to identify and recruit a new executive director?
=+ 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 percent participation?
=+1. Is the board fulfilling its giving requirements?
=+If not, are there ways that he or she can get more help?
=+6. Is the executive director sufficiently experienced and confident to carry out the functions involved in getting board members to become involved in fundraising?
=+ 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?
=+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 the 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?
=+such that its members can decide what needs to be forwarded to the full board for review and votes?
=+Is there appropriate information sharing with the executive committee,
=+ Are they able to digest detailed information and make informed recommendations?
=+3. How active is 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?
=+. How well-informed are the trustees about finances in the organization?
=+Will it be necessary or desirable to utilize a consent calendar approach?
=+ What steps will lead to a final vote?
=+5. What is the timeline for final approval?
=+ 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?
=+Besides trustees and staff, are there others whose opinions matter—funders, volunteers, constituents, community and field leaders? How will they be involved?
=+1. How inclusive should a planning process be for the organization?
=+ how and when the executive director will be informed of the results?
=+6. When personnel issues are being discussed, is the board open about how the process will work?

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