Articles on Governance and Leadership in Purpose Driven Organisations.
Learning for Purpose
The ability of Australian Not-for- Profit (NFP) organisations to respond to change and growing demand – to have social impact – substantially depends on the knowledge, skills, and abilities of their people. This is not merely a trivial argument. Instead, multiple empirical research studies show that NFPs that systematically develop their employees and volunteers do better. For instance, a national study analysing field data from 697 Australian NFPs shows that organisational human resource development practices and policies positively affect organisational competence and capability.
Adaptive Directorship: Creating Organisations that Flourish in Unpredictable Environments
The following is intended to be the beginning of a discussion: A pathway to opening up the discourse on what attributes, beyond pure technical skills, individual boards must possess in order to help their organisations thrive in a world that is constantly changing and is, to put it simply, unpredictable. This is not meant to be prescriptive, but rather to present ideas to get you thinking about what practising the emerging concept of Adaptive Directorship might mean.
Pulling in the Same Direction – How to be an Effective Board
To chart an effective strategic course for any organisation, the board needs to be a high-performing team. However, it is common for boards to spend little time articulating and developing how they want to operate as a team. This can make strong governance and strategic change much harder to achieve. Progress is slower and decisions are less effective. As leadership and governance expert Jeffrey Sonnenfeld has identified, what distinguishes high-performing boards is that they are robust, effective social systems.
Four Types of Problem Solvers – Who Is On Your Board?
All the members of your board might agree on the social change you want to see occur as the result of your work. But the odds are that each person will have a drastically different idea of how to achieve that change, and what the metrics of success should be along the way. These differences can lead to argument and disjuncture. However, they come down to how people fundamentally approach and solve problems.
Why Am I on this Board? One Question, Three Ways
Asking Board members to answer one simple question in three slightly different ways can unearth the reasons they’ve lost their passion. Their answers can also provide vital clues about how to reignite the flame. You’re ploughing your way through another tedious non-profit board meeting and it hits you: What am I doing here? Why aren’t I spending my Saturday relaxing? Where’s my passion gone? Am I making a difference? Why am I so bored?
Difficult Conversations About Director Performance
Every board must discuss difficult issues from time to time – and the right approach can have a positive impact on the outcome. James Birch AM, chairman of the Australian Red Cross Blood Service, has found that poor, or less than optimal, performance from the chief executive officer (CEO) tends to top the list of sensitive issues. This is followed by poor performance from a director or the board as a whole.
Can Boardroom Leadership Meet the Challenges of the Future?
Leadership remains the biggest challenge of all for 2013 and beyond. – World Economic Forum Global Agenda Outlook There’s never been more commentary on the challenges facing planet earth (and organisations and boardrooms) than we find entering the 21st century. Humanity is challenged to lift its adaptability index massively. Corporates are more adaptable than governments and are ideally positioned to globally and locally confront the world’s most pressing issues. The boardroom is at the epicenter of corporate action.
Mitigating the Risk of Abuse
In the article The Importance of Being Heard: Using Consumer Analytics for Continual Improvement1 we discussed the importance of engaging with and listening to consumers and using consumer analytics to drive service improvement and responsiveness to clients. Building quality, responsiveness, consumer loyalty and consumers as brand ambassadors is critical within a consumer-driven environment. In this article, I will discuss how the same process can provide an important means to mitigate abuse, neglect and exploitation.
A Merger By Any Other Name Is Just As Sweet
‘Mergers’ are becoming a commonly discussed topic in the not-for-profit (NFP) sector, and with good reason – they have the potential for long-term benefits for all parties involved. Our experience has shown, however, that it is common for NFPs to feel apprehensive about the prospect of merging since: boards and working cultures must be responsive and cooperative towards a merger; a proposed merger could be resisted, poorly received or opposed due to the emotional investment of board members, staff, members, volunteers and funders; and a merger takes careful and considerable planning, time and money.
Board Member Remuneration Report 2016
The Better Boards NFP Board Member Remuneration Report 2016 explores the make up of Australasian not-for-profit boards and their remuneration practices. The report provides a unique snapshot of the dynamics of Australasian not-for-profit boards and provides insights to help you understand the changes in board structures and remuneration practices. Through this 40 page report Better Boards aims to provide valuable insight to not-for-profit organisations, boards, board members and others in the not-for-profit sector on the topics of board remuneration and structure.