- Lynn Curry
- Situational Analysis
- Change Management
- Program Design
Boards fall into this behaviour if they are allowed to confuse board work (policy setting) with staff work (implementing those policies toward defined end goals). This distinction must be constantly made and enforced by both the elected and staff leadership. Many boards drift into operational work (the shoelaces) because it is easier than the hard work involved in charting a long term course for the organization. Adequately defining that organizational horizon requires a different set of KSAs on the board and usually some specialized consultant assistance.
Board level questions are: What should we become? Who should we serve? What will define success for the organization in five years? In ten years? Clear answers to these questions are required in order to set proximate concrete goals and organize resources to move the organization to that preferred future. The degree and sustainability of member and staff motivation will be directly related to their enthusiasm to achieve that preferred future.
Agreement on a preferred future will enable courageous choices at the board level and support from the members. Get those board eyes up off their shoelaces!
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