Posts tagged to 'Board leadership'
by Anne Wallestad
and Aaron Dorfman
on October 15, 2018
The board’s role in CEO oversight is not a straightforward or easy role to play, but it is an absolutely critical one.
by Virginia Esposito
on June 1, 2018
The title of this post has been carefully chosen to start or renew a conversation around great governance. How do you build the board your foundation deserves? Are there practices that make the most of volunteer leadership? Are there practices that keep you from having a highly functioning board? The answer to both is a resounding YES.
by Gayle Williams
on April 30, 2018
Twenty five years of work in foundations has confirmed for me what is now emerging as a truth in the leadership field: Trustworthy relationships and emotional intelligence are at the heart of all successful leadership.
by Jackie Hendrickson
on December 27, 2017
"We shared what we learned about board legalities, evaluation tools, and how we came to start thinking of our new roles in the foundation."
NCFP is happy to support this transition and we recommend the following resources to help you get started
by Virginia Esposito
on February 2, 2017
Successful family foundation board chairs are able to both drive action and manage egos — and are often the difference between a foundation deftly navigating challenging situations and being tripped up by them.
Our foundation has made the decision to spend out in roughly 20 years. We have been transparent about this decision with current staff. Are there critical reasons not to communicate this externally at this point?
"I believe it is to your foundation’s benefit to be clear that you intend to spend out...
by Kris Putnam-Walkerly
on May 31, 2016
Most board members are rational, committed professionals. However, even among the most collegial boards there's always the possibility of conflict, and savvy foundation leaders I know have used the following approaches to diffuse disagreement smoothly and quickly.
by Alan Fox
on May 17, 2016
We live in a world of growing income disparities, human rights violations, increasing environmental concerns, political instability and ongoing global threats and atrocities. We will never have an impact on these issues until we enlist the help of those who will be 60 years old in 2071. Yes, I’m talking about the five-year-olds of today.
Back to top
by Tony Macklin
on May 5, 2016
Philanthropy is often described as society’s “risk capital.” Our generosity can support causes and ideas that business and government agencies cannot or will not. We can use our resources to inspire new ideas, challenge existing thinking, or continue supporting an organization when others won’t. However, the idea of risk in philanthropy quickly muddies as we direct our generosity through a family foundation, donor-advised fund, or other collective effort. Our ideas about and tolerance for risk diverge, shaped by individual, family branch, professional, and other experiences.