While ‘conflict of interest’ is generally understood to relate to directors needing to separate their board responsibilities from self-interest (especially financial benefit for themselves or those close to them), role (or goal) conflict, role strain, and role ambiguity tend to be less thoroughly addressed in non-profit governance mechanisms. Social scientists tell us that the term… Continue reading Conflict Governance: Managing Role Conflict, Strain & Ambiguity
Non-profit organisations depend heavily on volunteers to achieve their purposes. Non-profit board directors therefore have a built-in recognition of the need to delegate key aspects of the organisation’s operations to individual volunteers or groups of volunteers. Role confusion? As very few non-profit entities pay their directors, most of those people think of themselves as volunteers,… Continue reading OK to delegate?
Experienced non-profit directors and managers understand that the key to effective volunteer engagement is relationship management. Having best practice policies and procedures, including a volunteer policy framework and instruments of delegation, may be necessary, but these measures are not sufficient to successfully engage your volunteer ‘workforce’. Engagement or buck-passing? Old school ‘carrot and stick’ approaches… Continue reading Good and Bad Delegation