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A Saturday from twelve volunteers is a serious ask. One clear purpose, a long open middle, commitments before leaving — and the Monday-after test.
Read the article: How do you run a board retreat worth a Saturday?
The board hires and evaluates exactly one employee. Here's what each side owes the other, and the two failure modes that cross the line most often.
Read the article: What does the board owe staff — and what does staff owe the board?
Most bylaws give the vice-chair one sentence about the chair's absence. The real job has three parts: real reps, a portfolio, and honest counsel.
What a chair should do in the meeting when the board clearly hasn't read the materials — and the four things to change before the next one.
A quarter-by-quarter map of the board year — budget, audit, evaluations, nominations, the annual meeting — so nothing arrives as a surprise again.
Read the article: What does a well-run board year look like?
A practical guide for volunteer boards: the packet, the consent agenda, timeboxing, quorum, and leaving with decisions that have owners.
A real onboarding program for new trustees: what to send before the first meeting, who runs orientation, a buddy pairing, a 90-day checklist, and the six-month check-in.
Read the article: How do you onboard a new board member so they're useful by month three?
Governance vs. management, the three fiduciary duties in plain words, what nonprofit boards owe legally, and why your bylaws matter.
Read the article: What is board governance? A plain-language guide
New chairs prepare for the ninety minutes and get surprised by the other twenty-nine days. The between-meetings work, named concretely — and what it really costs in time.
Read the article: What does a board chair actually do between meetings?
Delegated authority, a special meeting, or written consent — the legitimate ways a board decides mid-gap, and why an email 'vote' may be legally nothing.
Read the article: How do boards decide things between meetings?