My previous post highlighted the choices we make to pay attention to certain perspectives (and ignore others) when engaging in deliberations and decision-making. Earlier posts have also canvassed a wide range of models and frameworks that can be adapted for uses suitable to your nonprofit governance or management circumstances. De Bono’s six thinking hats, design… Continue reading Questioning Frameworks and Options
Tag: director development
The curious director
Curious about Curiosity I have been wondering about curiosity lately. This strangely circular activity feels a little like the sensation you experience when you step between opposing mirrors and see an infinite array of reflections bouncing off each other. I have used the mirror metaphor when advocating reflective governance practices before, acknowledging that it has… Continue reading The curious director
Strategic Capability, Flexibility, and Maturity
During a recent project focussed on evaluating board effectiveness, the client’s wish to enhance ‘strategic capability’ was highlighted. As this concept is one with many possible interpretations, it triggered this post, reflecting on: Strategic Capability Organisational capability includes numerous dimensions, one of which is called strategic capability. Strategic capability, in turn, is a collection of… Continue reading Strategic Capability, Flexibility, and Maturity
How effective is your board? – Part 3
Part 1 of this series on the evaluation of board effectiveness described various characteristics of some different approaches. Part 2 described some of the subjects and foci of board effectiveness evaluation. Part 3 now turns to the selection of methods and measures according to the purpose and intended use of your evaluation. Evaluation Purposes and… Continue reading How effective is your board? – Part 3
How effective is your board? – Part 2
Part 1 of this series on board effectiveness noted that the evaluation of board effectiveness is just one aspect of your overall Measurement, Evaluation, and Learning Model (and that this in turn is just part of your MELD Governance Model). It also suggested that there are various dimensions of board effectiveness, each of which includes… Continue reading How effective is your board? – Part 2
A question of skillful questioning
Asking the right questions in the right way One of the shorthand ways of explaining what governance focuses on is to say it’s about ‘Doing the right things in the right way’. This post offers a reflection on one essential aspect of governance, that is used by every director at every meeting. Skillful questioning is… Continue reading A question of skillful questioning
Validity and Validation in your non-profit
We all seek validation Most of us are very familiar with the kind of validation offered when others like or share our social media posts. This emotional validation involves processes of uncovering, accepting, approving, and hopefully understanding, the emotional experience of another person. Organisations also seek a similar form of validation when they monitor engagement… Continue reading Validity and Validation in your non-profit
NFP Success(ion) Planning: Pipelines and Pathways
NFP Volunteering – Part 1 Identifying future leaders and supporting their development is a key dimension of ‘resource management’ in the ‘For-Purpose’ sector. ‘Talent Pipelines’ and ‘Pathways to Directorship’ are often referred to in the succession planning literature, alongside the expectation that a board skills matrix (or director competency framework) should be used to select… Continue reading NFP Success(ion) Planning: Pipelines and Pathways