If your chief executive is just reading their report to the board, suggest they try the following idea from Robert Acton in his blog post: “Board Members Zoning Out? Stop Reading the CEO Report”.

Step One: Ask your chief executive to write a report that covers areas such as program effectiveness, progress on the strategic plan, financial management, fundraising, staff and staff morale, board development, general administration, risk management, etc.

Step Two: Instead of reading the report at the board meeting, have the chief executive invite questions pertaining to the report. They might say the following: “As you know, I’ve included my written report in the board packet. I trust everyone had a chance to read it. Rather than simply repeat highlights from what you’ve already read, I’d like to invite you to respond to one of three questions:

What did you read in my report that excited you about where we are as an organization? I’d like to hear what’s important to you.
What did you read that caused anxiety or concern? We as a board should explore any concerns in detail.
What did you read that left you with further questions? I’d like the opportunity to elaborate to ensure clarity.

For shorthand, I think of this as the Plus-Delta-Question Exercise.
Plus: What are you enthusiastic about?
Delta: What concerned you?
Question: What open questions do you have?

Robert warns that the first time you try this, there may be an awkward silence since sometimes board members don’t prepare as thoroughly as they should for board meetings. This approach will change this. As it becomes the chief executive’s standard approach in board meetings, board members will recognize their important preparation role in the process.

Continue Reading

Dashboard

A dashboard typically utilizes graphs, charts, tables, and/or columns — and limited text — to show how the organization is functioning.

The document presents visual information consistent with, and compared to, previous data, that enables the board to effortlessly spot changes or trends in performance.

Be sure to include context for any changes in data that are significant so that board members can understand why the change happened.

To learn more about the benefits of using a dashboard, click here.
Click here for a sample dashboard

Do you board members receive the right information to evaluate and oversee the organization’s programs?

One area where board members can have a tremendous impact on the nonprofit they govern is through their oversight of the nonprofit’s programs.

Board members need to receive and understand the organization’s financial information.

Having the proper information to monitor and evaluate financial performance strengthens the board’s capacity to judge the health of the organization and make decisions for the fulfillment of its mission.

• Do board members receive financial statements regularly and are they confident that they understand them?
  Check out this blogpost on how to make financial statements less scary
• Do your board members understand all the terminology related to their financial oversight role?
  Check out this resource on financial terms
• Do your board members know how to recognize and interpret the financial reports’ warning signals?
  To learn more, click here

If your board members aren’t reading the board book before the meeting…

• Do not spend time reading the packet of updates during the meeting. Instead move right into discussions of a strategic or generative nature.
• Make it clear that all board members are expected to participate in discussions (instead of allowing a few members to dominate the discussion)
• Employ a fun tactic to get board members to read the information ahead of time, such as having a quiz on a few key pieces of information in the book and giving small prizes like candy or coffee gift cards to those who first answer correctly