1. COMPLIANCE and CULTURE
BOARD GOVERNANCE
COMPLIANCE and CULTURE

2. weLCOME & INTRODUCTONS
And how to make toast!

3. We are nonprofits and exist to create value for our community.
We also exist within a social and cultural context – and if that context changes then we must adapt.
We are nonprofits and exist to create value for our community.
TIME TO RECALIBRATE

4. Governance: part 1: What do boards do?

5. I Love Shiny Objects

6. Purpose of a board: governing for what matters
Defining what matters (“the Main Thing”)
Putting what matters into action

7. They lead by asking:
Why?
Why not ?
What’s next?
Where now?

8. Courage and vision enough to…
Engage in “responsible” risk taking

9. Tough, strategic, and Engaged conversations
Being an optimistic skeptic – and turn things on their head when necessary!

10. "Management has a lot to do with answers.
Leadership is a function of questions.
And the first question for a leader always is: 'Who do we intend to be?' Not 'What are we going to do?’” (Max De Pree)

11. We’re not afraid of new ideas, we’re afraid of old ones
It becomes easier to discard old ideas when you’re tired of them not working.

12. BUILDING A DIVERSE BOARD
WHY BUILD A BOARD THAT REFLECTS THE COMMUNITY YOU SERVE?

13. What do you look for in a board member?
Attributes
Connection
Board service history
Skill, knowledge & passion
Process
Application
Vetting
Invitation
Nomination

14. Defining diversity

15. Where do we find the diversity we need?
Reach out to other networks
Reach out to organizations that serve that demographic
No place for “tokenism” – be prepared to explain how adding new voices will benefit your mission
Bring people who have the skills, passion, and commitment to your mission

16. Advisory board – do we need one?

17. Common types of advisory boards
Letterhead Advisory Board
Programmatic
Fundraising
Purgatory
Common types of advisory boards

18. Word of caution!
An Advisory Board Does Not Have Any Formal Legal Responsibility

19. Advisory board success
If it’s a working advisory board - develop written description of the responsibilities
Assign a liaison between the advisory board and the Board of Directors
Be clear: Is the advisory board position meant to be an honor rather than an active position?
Don’t establish an advisory board if you can’t commit the time to ensure it’s effective
Advisory board success

20. Founder’s Syndrome, succession planning and other cycles of life …
Symptoms of Founder’s Syndrome
Rigidity
Inability to delegate
Inability to facilitate a smooth transition
Unwavering dedication to the original vision

21. What we do matters only if it has meaning outside of ourselves
At every point and in every decision is the question of intrinsic worth
What we do matters only if it has meaning outside of ourselves

22. What we do now impacts the next generation

23. Before we go … a beginning benchmark