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business
the leadership experience
Questions and Answers of
The Leadership Experience
=+4. Where are the areas of overlap in the roles of trustees and executive director?
=+What are the tasks and responsibilities described in the job description?
=+3. How is the role of executive director defined in the organization?
=+2. How well are the key areas of board responsibility covered among existing trustees?
=+Do they understand their accountability to government and the public?
=+1. Do the trustees understand the nature and obligations of trusteeship in nonprofit corporations?
=+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?
=+respective portfolios, responsibilities, and limits of each individual’s authority?
=+3. In cases where there is a bifurcated organizational structure with separate executive directors, who is in charge of establishing the
=+ 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?
=+1. In cases where the ultimate staff authority is divided, is it clear who is in charge of what?
=+ 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?
=+ 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?
=+4. 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 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?
=+5. Are people sufficiently aware of the possibility of deferring awkward decisions by invoking the need to consult with the board? What is the follow-through and board-notification process when
=+4. Is there a crisis protocol to ensure that a message will be crafted quickly, the board and staff notified, and a single individual ready to step forward as the message point person?
=+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? On
=+ 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?
=+2. Can this system also pick out shortcomings in the relationship between the board and the executive director? If not, how can that challenge be addressed?
=+1. Is there a regular system in place for identifying problems in the relationship between the board and executive director? If not, how can the problem be addressed?
=+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?
=+3. Is there a personnel manual that spells out the procedures for dismissal? If not, is there some other official document where this process is spelled out?
=+ Does it occur at least annually? 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 spell out job responsibilities and expectations?
=+1. Is the executive director’s job description up-to-date?
=+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. When personnel issues are being discussed, is the board open about how the process will work and how and when the executive director will be informed of the results?
=+ 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?
=+3. Has the board done everything possible to respond quickly to executive director requests when important opportunities or concerns have to be addressed?
=+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?
=+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?
=+4. Will a consultant be used? If so, how can this individual help bring about consensus and move the process along on schedule?
=+ 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?
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