We have always found it a bit odd that discussions of board governance almost never include a discussion of the powerful effect of personality on the way the system functions. This classic article is an amusing romp through the painful absurdities caused by some of the more extreme “types” we find on our boards. But it has been decades since this was written by the indomitable Karl Mathiasen, do you have any “types” you would like to add?
All nonprofits manage some elements of customer/constituent relationships in data files. Now more nonprofits are finding ways to better integrate aspects of their relations with volunteers, donors and members.
Ever heard the board membership mantra, Give, get, or get off? Masaoka asserts another: Govern the organization for revenue strategy and support the organization as personally appropriate.
Take note, America: Northern Ireland's government routinely consults about public policy in an amazing, legally binding partnership with nongovernmental organizations and communities.
The function of accountability and community engagement is being re-examined locally and globally as people and organizations demand more democratic governing structures.
We have always found it a bit odd that discussions of board governance almost never include a discussion of the powerful effect of personality on the way the system functions. This classic article is an amusing romp through the painful absurdities caused by some of the more extreme “types” we find on our boards. But it has been decades since this was written by the indomitable Karl Mathiasen, do you have any “types” you would like to add?
