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business
the leadership experience

Questions and Answers of The Leadership Experience

=+Are there ways that they can diffuse anxiety on the part of the executive director by being open about these areas?
=+5. What are the topics and situations in which boards need to preserve confidentiality of communication?
=+4. How can the annual performance review be used as a way to ensure that there is good communication between the executive director and the board?
=+executive director requests when important opportunities or concerns have to be addressed?
=+3. Has the board done everything possible to respond quickly to
=+Aside from the board president, are there others with whom the executive director should communicate in specific situations?
=+2. What are the mechanisms for communicating with the board to ensure that information will be assessed and passed on to the trustees as necessary?
=+ Does he or she seek permission for pursuing new areas of activity that are part of the board’s purview?
=+1. Does the executive director routinely pass on important information to the board?
=+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?
=+6. What incentives can the board offer an executive director for a quiet, orderly resignation, and what will it expect in return?
=+5. Is the board prepared to have a conversation about when it may be time for a long-time executive director to move on?
=+4. In addition to illegal activity, are there documented areas and policies that spell out activities that are grounds for dismissal?
=+ If not, is there some other official document where this process is spelled out?
=+3. Is there a personnel manual that spells out the procedures for dismissal?
=+ Are job expectations set out for the coming year?
=+2. What is the process by which the executive director is reviewed by the board? Does it occur at least annually?
=+Does it spell out job responsibilities and expectations?
=+1. Is the executive director’s job description up-to-date?
=+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 executive director and the staff?
=+ 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 the executive director?
=+Are there public speaking opportunities where board members can be given a chance to shine?
=+Are board members selected for this task?
=+6. Has sufficient thought been given to how good news is delivered to the community?
=+ What is the follow-through and board-notification process when this occurs?
=+5. Are people sufficiently aware of the possibility of deferring awkward decisions by invoking the need to consult with the board?
=+4. Is there a crisis protocol that ensures a message will be crafted quickly, the board and staff notified, and a single individual ready to step forward as the message point person?
=+ 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 about who is the official spokesperson for the organization?
=+1. Does the organization have a formal communications plan, including a plan for crisis communications as well as good news, that is shared with the board?
=+Are these sessions clearly differentiated from business meetings?
=+ Are outside resource people used?
=+ Is the executive director properly utilized in planning these meetings?
=+6. How often does the board convene to discuss longer-range and controversial issues?
=+ Is the president prepared to turn an action item into a discussion item if decisions cannot be reached in the allotted time?
=+5. Is there a mechanism to determine how votes will go before meetings take place?
=+. How well do the executive director and the executive committee work together to ensure that board meetings focus on the important issues?
=+3. Is material sent out in advance so that routine or detailed information does not have to take up valuable board-meeting time?
=+and staff so they are able to come before the full board with committee endorsement?
=+2. Is there a committee system that allows detailed and controversial information to be discussed and vetted in advance by selected trustees
=+1. Are board meetings carefully planned with meaningful and important agenda items that can be decided without undue controversy?
=+ Are private board members party to important decisions outside of fundraising, even if they do not have voting privileges on such matters?
=+ Is the private board in regular communication with public board members and the executive director?
=+6. How strong is communication between all parties?
=+ Are there ways that all parties can have input into the process?
=+ Who is ultimately responsible for approving the budget?
=+5. What is the budget process?
=+ What other strategies are there for regular communication?
=+4. If there are multiple boards, is there cross membership such that public members serve on the private board, and vice versa?
=+ If there are multiple processes, are they coordinated?
=+3. Who evaluates the executive director?
=+If there are multiple reports, is it clear who has ultimate authority over the executive director’s continued tenure in the position?
=+2. Is the executive director a public or private employee, and to whom does he or she report?
=+Does it have an independently linked, private nonprofit support organization with its own board?
=+ Is it part of a divisional structure with multiple boards?
=+1. Is the organization a public or private sector entity?
=+6. Is there a willingness to jointly agree on outside evaluation and monitoring if the system does not seem to be working?
=+ What can be done to fix this problem?
=+ 5. Does one of the directors command more authority and respect than the other, owing to reputation or area of responsibility?
=+ How can each side have its concerns taken seriously by the other?
=+ 4. How can the two sides in a bifurcated structure monitor performance of their own executive director and the other?
=+ 3. In cases where there is a bifurcated organizational structure with separate executive directors, who is in charge of establishing the respective portfolios, responsibilities, and limits of each
=+ If they aren’t, what is the means for resolving the conflict?
=+2. If two individuals share a single job, is there a mechanism for board monitoring that ensures the system is working and the individuals are getting along?
=+ Are job responsibilities clearly stated?
=+. In cases where the ultimate staff authority is divided, is it clear who is in charge of what?
Handle crisis communications.
Work with the news media.
Build and maintain a positive reputation.
Develop an external relations strategy.
Design and implement effective change communication.
Use missions and visions to strengthen internal communication.
Establish effective internal communication.
Recognize the strategic and cultural role of employee communication.
Select appropriate leadership style and know how to communicate as a transformational leader.
Network to improve internal and external connections.
Manage supervisor-subordinate relationships, including mentoring and providing feedback.
Appreciate the human relations approach and role of organizational communication.
Understand the history and classical approaches to organizations.

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