In this article, we continue the review of a board’s function.
F. Duke Haddad
If you have an organizational role with a nonprofit organization, comprehensive knowledge of board development is a must.
I was on a Zoom call the other day with an experienced senior human resource consultant.
A strategic plan must be active and not passive.
We all want transformational gifts while continuing the transactional approach with certain market segments.
Many nonprofit boards are made up of individuals who are well meaning and want to serve their organization.
Your goal is to make progress. Your management objective is to have the best team possible to enhance performance and success.
I strongly suggest that you do quality research to find the right candidates to fill board positions.
There is a lack of succession planning in the nonprofit sector.
Always be mindful that donor recognition is about saying thank you while highlighting your organizational mission.
Working with a fundraising consultant is complex. Not all consultants are created equally.
Nonprofits need effective advisory boards. Many of these organizations have limited staff and volunteers.
Understanding donor data should be on the top of your to-do list.
It is now time to contact your donors. Use individual strategies, techniques and ways to connect.
In the different leadership roles I have held, I depended on personal administrative assistants to help me in working with staff.