| Professional staff and officers felt the board of directors had become a rubber-stamp operation. |
Design an ongoing development program which is board-fed and board-led so that enthusiasm and ownership spring from board. |
New directors selected with full expectations of duties and accountability by nominating
committee. |
| Directors were frustrated because their time and talents were not being put to work effectively. |
Develop resources and tools to educate directors about expectations and roles and responsibilities. |
New board evidences new level of commitment, energy and resolve to tackle issues. |
| |
Facilitate working sessions with board and key committee chairs to address issues and problem-solving. |
Beginnings of a leadership pipeline to funnel members into leadership roles and grow them to become effective directors and trustees. |
| |
Negotiate effective decision-making process. |
|
