Evocative article today in the Chronicle of Philanthropy by Michael Peregrine on strong board leadership. Click here for the link, though you might have to create a login to read.
His key points:
1. Focus on the long view – Financial pressures of the day can steal your vision.
2. Pay attention to those who do what you do, i.e. competitors/collaborators. Though his advice here is a bit “lawyerly” and focused on protecting your assets and interests, I take a broader view. We need to also look for ways to collaborate to effectively deliver programs to a shared constituency. I don’t believe we should strike a posture that is too defensive.
3. Keep an eye on the risks… anticipate, think pro-actively.
4. Avoid conflict of interest.
5. Consider term limits. This does not mean that someone who cycles off as a voting member cannot remain involved in a substantive fashion.
6. Scrutinize compensation. Though his advice here is to avoid excessive compensation—particularly in light of the new regs on disclosure of deferred compensation; I also think we need to provide adequate compensation. I see that problem more often than excessive.
7. Examine Fundraising. Board members should be engaged.
8. Make sure audit committee is doing its job. Ask good questions.
9. Quantify how much difference your organization makes. Mr. Peregrine addresses this from the point of view of protecting the sector from government and public scrutiny. But, it is also just good sense fundraising. Being able to articulate the difference that gifts make and communicating gift impact is the rule of the new Millenium. Donors must know how their gifts make a measurable (or palpable) difference.
Good food for thought.
Best,
Jim
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