How Often Do Nonprofit Board Members Need to Question Strategic Norms?
A new nonprofit director has a lot to learn. Considering that his/h term of service will be relatively short (typically four to six years), he/s must quickly learn the “ropes” to participate in a meaningful way. In this process, colleagues and leadership will acquaint him/h with prevailing board systems and culture—often ignoring the depth of expertise she/h can employ. Example: An expert in financial strategies may be asked to assist the CFO with accounting details, far below the person’s skill level. Oftentimes the new board member also is greeted with a mantra that says, “We’ve always done it this way.” As the director moves in his path from novice to retiree, during a short tenure, there is little opportunity to suggest innovations that differ from the accepted fundamentals and to successfully advocate for change.
Following are four nonprofit areas that call for strategic scrutiny and, if recognized by several other current board members as constraints on the future of the nonprofit, the process may allow individual directors to seek positive change:
Can Mission Creep be Good?
https://non-profit-management-dr-fram.com/2024/10/13/how-often-do-nonprofit-board-members-need-to-question-strategic-norms-3/
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Don Dea FASAE, FASAE
Board Chair
Guide Dog Foundation for the Blind, Inc and America's Vet Dogs
Santa Monica CA
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