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Casual Articles - Seven Things You Need to Know Before You Become a Member of a Nonprofit Board
Thought I'd take a moment or two to review another important pre-interview consideration that could make or break the results of your job interview. I'm speaking of Job Interview Preparation.What's that? Most of us think that when it comes to a job interview, we gather up our resume and references, don our attractive clothing, put on our game face and assume we can present our own skills and know-how to the interviewer or int
3. Does the nonprofit have a lot of money? While this may be an asset to the nonprofit, it can be a substantial liability to you personally. When you go on a nonprofit Board, you assume “fiduciary responsibility.” That means that if something goes terribly wrong, and the consequences involve substantial losses for the nonprofit, you can be held personally liable, along
So, you own a small business, sales are down and you’ve come to the conclusion you need to start advertising. Questions: Where do I advertise, how much do I spend and do I need the help of an advertising agency?The answer to this question is really very simple. If you were going to court would you seek the advise and council of an attorney? Sure you would?If you were sick and over the counter medicine didn’t work, would you see
1. What is the culture of the Board? Is it an active Board that challenges the Executive Director on recommendations and points of policy, or is it a passive Board that takes its marching orders from the Executive Director. Ask to see minutes of past meetings, and if you see that each motion was passed unanimously, you can conclude that the Board all plays to the same drummer. On the other hand, if the minutes reflect spirited debate, and a split vote, they you can assume you are being asked to join a Board that takes the lead in setting directions.
2. Who is on the Board? Is there anybody you know well enough to discuss your prospective appointment? Are there people on the Board you do not like? How do you see your personality engaging with the Executive Director’s? Is the Executive Director a member of the Board (not recommended)? Is there a rapid turnover on the Board with former members not serving their full terms? Do you perceive the Board as composed of people who were selected for their talents, or because of the financial contributions they give?
3. Does the nonprofit have a lot of money? While this may be an asset to the nonprofit, it can be a substantial liability to you personally. When you go on a nonprofit Board, you assume “fiduciary responsibility.” That means that if something goes terribly wrong, and the consequences involve substantial losses for the nonprofit, you can be held personally liable, along w
If you are a pro-active, get-things-done type, sooner or later you will come in conflict with your boss. The same sort of assertiveness and confidence that leads you to have a mind of your own has helped him to earn his position.Another reality is that if you do not have some periodic disagreements with your supervisors you are probably not being as assertive as you should be in moving your career ahead.These conflicts c
1. What is the culture of the Board? Is it an active Board that challenges the Executive Director on recommendations and points of policy, or is it a passive Board that takes its marching orders from the Executive Director. Ask to see minutes of past meetings, and if you see that each motion was passed unanimously, you can conclude that the Board all plays to the same drummer. On the other hand, if the minutes reflect spirited debate, and a split vote, they you can assume you are being asked to join a Board that takes the lead in setting directions.
2. Who is on the Board? Is there anybody you know well enough to discuss your prospective appointment? Are there people on the Board you do not like? How do you see your personality engaging with the Executive Director’s? Is the Executive Director a member of the Board (not recommended)? Is there a rapid turnover on the Board with former members not serving their full terms? Do you perceive the Board as composed of people who were selected for their talents, or because of the financial contributions they give?
3. Does the nonprofit have a lot of money? While this may be an asset to the nonprofit, it can be a substantial liability to you personally. When you go on a nonprofit Board, you assume “fiduciary responsibility.” That means that if something goes terribly wrong, and the consequences involve substantial losses for the nonprofit, you can be held personally liable, along
Over the past few years pre-employment background checks have gained significance for employers big and small. Companies can either execute the required activities in-house or can outsource them to human resource companies that specialize in carrying out background checks.There is a lot of paper-work, co-coordination, and follow-up that goes into conducting a background check and for this reasons companies prefer to get the job done by a
2. Who is on the Board? Is there anybody you know well enough to discuss your prospective appointment? Are there people on the Board you do not like? How do you see your personality engaging with the Executive Director’s? Is the Executive Director a member of the Board (not recommended)? Is there a rapid turnover on the Board with former members not serving their full terms? Do you perceive the Board as composed of people who were selected for their talents, or because of the financial contributions they give?
3. Does the nonprofit have a lot of money? While this may be an asset to the nonprofit, it can be a substantial liability to you personally. When you go on a nonprofit Board, you assume “fiduciary responsibility.” That means that if something goes terribly wrong, and the consequences involve substantial losses for the nonprofit, you can be held personally liable, along
In the post-quota era, India and China are emerging as the major hubs for global apparel sourcing, mainly to U.S.A. and the European Union.There are several factors which led to this development. The vast size of the Indian textile industry and its competitiveness make it one of the world’s leading apparel exporters. India has vast sources of raw materials. Labor costs are low in India. Indian traders have a wealth of entrepreneurship, d
3. Does the nonprofit have a lot of money? While this may be an asset to the nonprofit, it can be a substantial liability to you personally. When you go on a nonprofit Board, you assume “fiduciary responsibility.” That means that if something goes terribly wrong, and the consequences involve substantial losses for the nonprofit, you can be held personally liable, along
Introduction: Genetic or Learned?A good majority of the literature published on entrepreneurship concludes that entrepreneurs are either born, or conditioned at a very early age in life. If that is the case, and we all have the innate ability to do what it takes to be successful in creating a novel business for a special, untapped market, we would all be doing it. It makes more sense working hard for oneself and reaping
3. Does the nonprofit have a lot of money? While this may be an asset to the nonprofit, it can be a substantial liability to you personally. When you go on a nonprofit Board, you assume “fiduciary responsibility.” That means that if something goes terribly wrong, and the consequences involve substantial losses for the nonprofit, you can be held personally liable, along with your other Board members, up to their ability to pay. That means, for example, that if there is a loss of money due to neglect or malfeasance, you and your colleagues on the Board can be ordered to make it right.
4. Additionally, this doctrine of fiduciary responsibility extends into the management of any endowment or retirement assets that the Board manages. Be sure the Board has an “Investment Committee” composed of highly qualified financial professionals (they do not have to be members of the Board) who meet regularly to review the performance of the funds in their care.
5. Be sure that any funds are being managed professionally by people chosen by your Investment Committee. In their contracts, it should be clearly stated that they assume fiduciary responsibility for the preservation and growth of those funds. More about the functions of this Committee in a future article.
6. Insist on a full orientation. Meet members of the staff. Talk with other Board members. Tour the facilities. Examine the financials. Most important, be perfectly clear about what is expected of you as a member of the Board.
7. If you do not have the time, or you know you will not be able to attend the Board meetings regularly, or participate in whatever committees you join, do not accept the appointment to the Board. It deprives the nonprofit of your talents, and greatly exposes you to any liability that may arise as a consequence of the Board not exercising oversight.
If you can
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