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Board Roles and Responsibilities

May 4, 2007 | Tom Suddes

I just gave two sessions on COMMUNITY LEADERSHIP at the Franklin University Symposium on Leadership.

Almost every ‘COMMUNITY LEADER’ I know is engaged on some BOARD for their church, school, United Way, social service agency, whatever.

Special Note: I led off my session on COMMUNITY LEADERSHIP by simply writing this on a flip chart:

“LEADERS LEAD.” (Any questions?)Here’s what I shared with them.

I am always AMAZED… STUNNED… OVERWHELMED… that there does not seem to be a SINGLE ‘NOT FOR PROFIT‘ that has figured out the ROLE and RESPONSIBILITY of the BOARD!!!

I have done a considerable amount of work with colleges, large national associations, almost every Catholic secondary school in America (at least that’s what it seems like), the leaders and national models in cancer research, international education, homelessness, healthcare, museums and much more.

Every single one of these groups… along with pretty much every organization who has attended our workshops or training camps… has a HUGE PROBLEM with this whole BOARD ROLE & RESPONSIBILITY.

ACTION:

You can share this WOW E-Mail with your team, board members and other community leaders.

I’ve also provided stand-alone one-pagers to go deeper on each of these.

• BOARD RESPONSIBILITY
• BOARDING (FUNDING) ROLE
• ALTITUDE / ATTITUDE

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CEOs and Development

November 25, 2006 | Tom Suddes

Case Currents published this great article 10 years ago for senior staff and administrators. In a nutshell, here it is:

There are 12 qualities that make a nonprofit Chief Executive Officer (CEO) or Executive Director a GREAT partner in the Fundraising/Development Department.

1. Vision and Leadership.
   A nonprofit CEO should have:
   • A well-articulated vision of where the institution can go
   • Goals to achieve the vision
   • A credible strategic plan for meeting the goals
   Good leadership and good management of resources will inspire prospects to invest.
2. Commitment to the Institution. A CEO should truly believe in the institution’s mission.
3. Commitment to Development. The CEO should make fundraising a personal and institutional priority. Development should organize, develop a strategy and keep the fundraising program on track.
4. Integrity and Honesty. Moral fiber is essential in a CEO. The consistency (or inconsistency) of responses to issues, questions, and problems will show up over time.
5. Perseverance and Patience. Virtually every major “Ask” follows many years of cultivation. The CEO should be prepared to spend long periods of time in pursuit of a gift.
6. Optimism. The ideal CEO believes success is possible and keeps perspective–and hope–when minor setbacks occur. Fundraising requires a positive outlook and a long view.
7. Communication Skills. All CEO’s should learn how to speak effectively to large groups, small groups, a TV camera, and individual constituents. Being a good listener is also critical.
8. Energy and Pacing. CEOs should work with their staff to pace themselves and handle their schedules wisely because of all the extra events, meetings, and calls after normal working hours.
9. Openness to Advice. A CEO and Chief Development Officer CDO should be a team with complementary strengths. They should be able to share advice and ideas often and easily.
10. A Sense of Humor. A CEO can relieve everyone’s tensions by seeing the humor in situations that go awry.
11. Creativity. When the original plan for a solicitation falls flat, a creative CEO can keep the door open for another proposal.
12. Understands “who should” and “how to” ask for money. Sometimes a CEO will make “the ask,” and other times a volunteer will be the primary solicitor, while the CEO supports the ask. Good CEO’s understand this duality.

A CEO should also:

• Make the CDO a part of the policy team.
• Trust the CDO and delegate authority.
• Provide adequate resources.
• Handle differences in private.
• Support and encourage the staff.
• Offer candid and constructive criticism.
• Make decisions in a timely fashion.

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“As a Donor I want a Relationship”

November 25, 2005 | Tom Suddes

Nancy M shared a wonderful talk given by a philanthropist and Chair of a local Campaign.

I thought you would enjoy these THOUGHTS from the talk.

• A GOOD STORY!

“I also know firsthand what a donor experiences when being approached.

The very first thing I want to hear is a GOOD STORY. Why are you the one cause or organization I should give my time and money towards?

I hear lots of moving stories. Essentially I’m being asked to take a leap of faith that you are the most capable to make the dream come true.”

• INVOLVEMENT!

“What are you going to do with the money?

How do you plan to pull if off?

How can I be INVOLVED to make it happen?”

• STAFF THE VISION!

“If I am considering taking that leap, I look at the leadership and STAFF of the organization, which matters as much to me as the vision.”

• INVESTING!

“You can have the greatest mission, the greatest story to tell, however, I am truly betting on INVESTING in the people who can carry it off.”

• PEOPLE

“As a donor, who happens to be a woman, I want to be approached as the person I am. I know there is lots of data on people’s assets and giving histories.

All that is good, but never forget it is simply PEOPLE giving to PEOPLE.”

• “CULTIVATION”

“I’m also directing in my dealings and do not appreciate transparent “CULTIVATION.” - In fact, I groan when I hear the word.” (TJS: YES!)

“It stands for being indirect and is mildly, to say the least, inauthentic.”

• RELATIONSHIP!

“As a donor, I want the ask to be thoughtful - I know it’s coming so approach me having done your homework. I want a RELATIONSHIP, I don’t want to be objectified.”

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