Friday, February 6, 2015

Governance Toolbox: Understanding, transforming nonprofit boardroom dynamics

If you've been reading for a while, you probably remember that I devoted a lot of last year to exploring the interpersonal/group dynamics challenges that too often invade nonprofit boardrooms.

While "life" forced a break from sharing favorite resources here, I've not stopped gathering and tagging shareable links.  Today, I offer a few of the links I've been saving up for you that address boardroom/group dynamics challenges.

Board dynamics and behaviours that can make or break your board -- Actually, I could almost fill this week's post with resources created or shared recently by Richard Leblanc. Richard's primary focus is corporate governance. His research on boardroom dynamics has influenced my own thinking on the topic and continues to be work that nonprofit boards need to be discovering and taking to heart. This link is to a slide deck from a recent presentation on the topic.

The director behavioural types -- Speaking of gifts from Richard... He recently shared a fresh link to one of the most important chapters (to me, at least) from his must-read book, Inside the Boardroom: How Boards Really Work and the Coming Revolution in Corporate Governance. Based on his ground-breaking research in the corporate sector, nonprofit board members will undoubtedly recognize the behaviors and biases that each type described brings into the room. (Pick up his book for more detail on how they impact governance. It's a really terrific read for board leaders in either sector.)

10 more common faults in human thought -- This list (with a link to the previous 10 "faults") may include a habit - or two - that you know detracts from your board's ability to govern fully and productively. If anything rings familiar, consider how you might use this post to spark a conversation that begins to change that.

Why we shouldn't always get along --  I'll top off this week's tool box with a timely reminder from Lucy Marcus. Constant, unchecked harmony on everything should not be our ideal. In fact, we benefit from divergent, creative discussions that challenge assumptions and lead to better decisions. Lucy offers two common sense, and oh-so-critical components for productive boardroom work. You'll have to click and read to discover them. I'll just say "Amen, Lucy. Amen!"


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