In our experience, consultants sometimes organize their approach to nonprofit boards around a set of strict norms and assumptions that are not exactly on point. That’s why we love this particular column: It’s a “physician, heal thyself” kind of piece.
One reader asks Dr. Conflict how he can get local funders to stop circulating doomsday rumors about his organization, and another wants to know how to handle ritualistic indirect communication from a superior.
FROM THE ARCHIVES:
Befuddled by the machinations of your board? Perplexed by your ED’s past and present practices? Dr. Conflict comes to the rescue! (Do YOU have a conflict? Ask the good Doctor what to do by telling him all about it in an e-mail to email@example.com.)
It’s tough enough to deal with differences when you have the power to influence the participants. But what if you don’t have enough power? Dr. Conflict has three tips to facilitating board members working together when factions arise.
You may think that a personnel committee is a necessity for a well-functioning board, but Dr. Conflict assures you otherwise. The board governs but does not manage the organization; personnel matters are not its job.
FROM THE ARCHIVES Dear Dr. Conflict: My board has divided itself into factions, and there seems to be a war being waged in and outside of the boardroom. The thing is, I do not even really know what the issue is except that a few people seem to have gotten on each others’ last nerves…
When an agency merges two fundraising teams and cuts one supervisor, an employee worries that the team won’t get enough guidance. In this scenario, how many people can you supervise effectively, and how do you make that case to the top?