Joining a Nonprofit Board: What You Need to Know

Joining a Nonprofit Board: What You Need to Know

Marc J. Epstein

Language: English

Pages: 224

ISBN: 0470931256

Format: PDF / Kindle (mobi) / ePub

Praise for Joining a Nonprofit Board

""As an individual who has served on various nonprofit boards, and as the president and CEO of a large nonprofit organization, I can attest to how valuable this book is. Marc Epstein and Warren McFarlan offer insight into the expectations of nonprofit board members, which is extraordinarily beneficial to individuals considering their first nonprofit board and to seasoned professionals already serving on boards." —Gail McGovern, President and CEO, American Red Cross
Excerpted from Foreword"

"This book is a roadmap for the business person who wants to serve on a nonprofit board, and unwittingly assumes that the approaches that worked so well in the for-profit world can be seamlessly extrapolated to the nonprofit board room." —Roseanna H. Means, M.D., founder and president, Women of Means

"A must-read for all new and existing nonprofit board members. It is full of practical advice that will help improve the effectiveness of nonprofit board members and the organizations they serve." —Roger Servison, president emeritus, Boston Museum of Fine Arts, and vice chairman, Boston Symphony Orchestra

"What a powerful tool now available for anyone involved with governance of America's nonprofit enterprises. The analysis is cogent and concise, amply supported by real-life examples." —George B. Beitzel, chairman emeritus, Amherst College, and chairman emeritus, Colonial Williamsburg Foundation

"Joining a Nonprofit Board offers practical advice in complementing your business experience with the nuances of nonprofit governance, performance, and management in order to fully achieve the societal mission." —Jeffrey C. Thomson, president and CEO, Institute of Management Accountants

"This book will guide you through the differences between for-profit and nonprofit organizations (and boards). It will help you navigate through all the nuances in which nonprofit organizations actually operate on a day-to-day basis."—Elaine Ullian, former president, Boston Medical Center

"Joining a Nonprofit Board is a must-read. This book should be required reading and distributed at the opening board meeting." —Agnes C. Underwood, former head, Garrison Forest School and National Cathedral School; vice president/managing associate, Carney, Sandoe and Associates

"A Board needs a unifying and visionary objective—'It must be World Class.' This book successfully shows how to create a World Class Board." —W. Richard Bingham, former chairman, California Academy of Sciences















for invitee lists to cultivation events, where trustees and professional staff can reach out to get to know them better and assess their interest and potential giving capacity. This often leads to individuals being asked to join advisory boards to further deepen their involvement and interest in the organization. In a number of states, for example, many nonprofits have a body called the corporation. This is a group of 50 to 150 people who meet annually (or quarterly) to be briefed on the key

organization. Figure P.1 Book Organization Acknowledgments The material in this book is the outgrowth of field research done over the past decade at Rice University and Harvard Business School (HBS), and over thirty years of active nonprofit and for-profit board service by the authors. We are particularly grateful to Dean John McArthur at Harvard Business School who launched this work and Harvard Business School Deans Kim Clark and Jay Light and Rice Dean Bill Glick who have supported it

is needed. Equally important, it helps them builds empathy for this part of the CEO's role. Most important, it helps them understand what the CEO is doing during his physical absence from the organization. Questions the Trustee Should Ask Philanthropy is at the heart of the viability and mission-fulfilling capabilities of many nonprofits. Key questions for the trustee: Is the board development oriented? Is the organization itself development oriented? Have I made an appropriate contribution

only a very few trustees. 4. You and the governance committee should pay particular attention to your last one to two years of committee assignments. In a real sense they are the pinnacle of your service and should be in areas that are particularly close to your passion and interest in the organization. For example, a particularly good recent appointment was someone who joined the governance committee and then in the last year became its chair. She left feeling she had made a substantive

temperament needed as, assessing turnover of visibility of. See also Chairman and CEO relationship Board duties Board effectiveness evaluation Board failures, reasons for Board meetings: attendance at content of disciplined new trustees' readiness for nonprofit vs. for-profit potential trustees attending productivity of reporting routine business at social contact provided by structure of Board members: characteristics of, key, nonprofit vs. for-profit names of, learning

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