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From category archives: In Trust Blog

Board Orientation

Resource roundup: Board orientation

Effective board orientation is valuable for new trustees and veteran board members alike. Fitting orientation into already-full board meetings can be difficult, but it is important to take time each year to do so. 

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Tools for board improvement

Do you have new (or existing) board members that require orientation? Interested in conducting an assessment of your board's efficacy? Feel as if your board could be communicating or collaborating better? 

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Orientation is the key to keeping a board on the right course



To stay focused on the mission, a school's board members must be guided and redirected as a school's needs change in response to a shifting environment. Using the metaphor of a ship, Tracy Schier likens board orientation to the compass guiding a seminary toward “true north” -- the school’s mission. If a board is going to avoid getting lost at sea, orientation is vital for new and continuing board members alike.

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A financial vocabulary lesson for board members



Are you a board member with fiduciary responsibilities but little experience with financial matters? Do you find yourself lost or confused by the financial jargon that comes up in budgetary or investment discussions? Have no fear. 

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Practical implications of board diversity



With the exception of schools that primarily serve people of color, most theological school boards do not reflect the diversity present in their schools. Many schools have made great strides in serving their diverse student populations by hiring faculty and adjusting their curriculum to better serve a variety of student experiences. However, this diversity has not made its way into the makeup of school boards.

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Recently published from CHEA: A board member's guide to accreditation




Accreditation for institutions of higher education is a multifaceted and often confusing process. For governing boards in particular, it can be challenging to learn the ins and outs of accreditation and what the role of the board is in that process. The Council for Higher Education Accreditation (CHEA) has recently published a resource to address this challenge.

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Good board hunting




Cross-posted from Rebekah Burch Basinger's blog, Generous Matters. Read her original post here

Topping the list of frequently asked board-related questions that come my way is how to fill empty board seats with quality recruits. With nonprofits proliferating at breakneck speed, competition for board members is keen. Throw in expectations like competent, committed, and/or generous and you might as well be chasing Bigfoot. There ain’t no such creature out there — or so seems.

Fortunately, there is.

 

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The priority of governance in really tough times


 

The In Trust Center recently presented a webinar on governance strategies for difficult times.

Barbara Wheeler and Daniel Aleshire shared some best practices and areas of improvement that can lead to institutional stability: setting terms and term limits for board members, evaluating and orienting boards, selecting board members with the appropriate skill sets, and attracting new members of different cultures and ages. Wheeler stressed the importance of engaged governance, balancing support of the president with prioritizing the institutional mission.



 

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In Trust magazine – Spring 2016 issue

The Spring 2016 issue of In Trust was recently mailed to subscribers. Here are some of the highlights.


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    Facing your board’s flaws


    A well-meaning board can easily drive off course. Whether bogged down by endless meetings or rattled by disgruntled members, how can a board right itself and get back on track?

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    Are you recruiting new board members?

    If your board is recruiting new members, you may be wondering: Who would make a good candidate? How will new members fit in with existing members? How can I bring in new blood while also maintaining my institution's identity?

    On her blog Generous Matters, Rebekah Burch Basinger addressed board recruitment in three blog posts, offering advice and resources on the topic.

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    Why you should understand theological school finances


     

    If you're a stakeholder at a theological school — especially if you're a board member, administrator, or faculty member — it's vital that you really understand your school’s financial standing, rather than solely relying on the CFO or other financial staff.


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    From our Resource Library: The Nonprofit Board Answer Book

     

     

    Here at the In Trust Center, we talk boards and governance all day, every day. From fielding calls from member schools, to researching and writing articles on boards, board policy, and governance, and even in our work with our own board, we are constantly talking, thinking, reading, and writing about governance and policy.

    Over the years, we have developed a library to assist us (and our member schools) in our work. We have many books on boards: board policy, shared governance, the roles of board members, etc. Of all of these, the book that we turn to most often for questions about these topics is a book from BoardSource: The Nonprofit Board Answer Book. Arranged by topic in a Q and A format, with an index at the back, it is easy to find the answers for which we're looking.

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    The long arm of history: Understanding the past helps decision-making today

     

    When I was in seminary, I remember a professor telling a class that when new pastors arrive at a church, they are directly affected by the last 30 years of that church’s history. If the pastor of 20 years ago ran off with the organist, the current pastor needs to know about it. The congregation certainly knows about it. If there was a church split at some point, the whole town probably knows about it. In light of this, our professor strongly recommended getting as complete a history as possible early in the interview process. Pastors need to know up front what can be changed, what can be worked around, and whether they have the skills to manage that ministry. Institutions of theological education are no different. . . .

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    Who influences the board?

    The board room is where the decisions are made, right?

    At my university's recent professional development day, a researcher spoke about his field, which is called “the diffusion of innovations.” He studies how worthy innovations can reach intended users and find wide adoption, and his research has revealed something surprising: When seeking support for an innovation from potential partner organizations, more often than not, the people who hold formal authority do not necessarily have the most influence.

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    From the archive: "True North: Orientation is the key for keeping a board on the right course"

    A few years ago, In Trust published an article about the importance of getting new board members set up for success through good orientation and thoughtful sharing of materials, information, and policies. You can read the article in its entirety here.

    The following checklist is a helpful place to start for new members. And while you’re at it, you might want to ensure that current and seasoned members have this material too.

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    In Trust magazine -- New Year 2015 issue


    In Trust's New Year 2015 issue was sent to subscribers last week. If you haven’t already received it, it should be arriving soon.

    Meanwhile, here are some highlights:

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    Personality types and problem board members



    Recently, the Nonprofit Quarterly posted a classic article on how personality types affect boards. The article lists six “desirable qualities” in a board member, including “commitment,” “common sense and good judgment,” “respect for group process,” “centeredness,” “openness,” and “sense of humor.” But there’s also a helpful list of five kinds of board members who can derail the board’s work. They get nicknames: “Johnny One-Note” . . .

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    What does it mean to govern?



    Q: What does it mean to govern? 
    [Careful – this is a trick question.]
            a.) to supervise
            b.) to manage
            c.) to donate
            d.) to advise

    The correct answer, according to the 2004 governance classic, Governance as Leadership, is e.) none of the above. To govern is “to lead.” And yes, leading includes supervision, management, fundraising, and advising, but leading also supersedes them.  Let me explain.

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    Should you fire underperforming board members?



    Should you fire underperforming board members? The author of "Firing Lousy Board Members" thinks so, and she outlines the process for doing so in her post. Of course, it's not as easy as saying "So-and-so is a lousy board member." No, a board needs to ...

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    An elevator speech for board members



    A friend finds out
    that you serve on the board of a theological school. He is surprised, pleased, and curious. Questions follow immediately, and in rapid fire. “So what are your responsibilities as a board member?” he inquires. “And how does your board work there differ — if at all — from the other boards on which you serve?” You need an ...

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    Jargon that works: Dashboards

    Instrument panel from a Ford Model A

    One particular piece of jargon that appears to me to have some staying power, simply because it does such a fine job of helping us visualize an idea, is the dashboard. There may be a risk that best practices start to require too many key indicators on the dashboard, but when someone uses the term...

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    A bit of winter inspiration

    Snowshoers in a snowstorm

    John Coleman’s short essay for the Harvard Business Review Blog Network, “Leadership is Not a Solitary Task,” should inspire presidents, board chairs, board members, and anyone who cares about the direction of an institution.

    Coleman notes that . . .

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    Summer 2013 reading list



    Rebekah Burch Basinger's article in the Summer 2013 issue of In Trust
    , "Teach the Governance You Want: Orienting New Board Members About the 'Governance Triad,'" contained references to resources and a section called "To learn more." Click Read More to see the links.

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    Dealing with deadwood


    What do you do if you've got deadwood on your board
    -- board members who don’t do anything? Blue Avocado has some answers.

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