What important business lessons has Trinity Solar learned from recent executive or board of director’s mistakes?

What important business lessons has Trinity Solar learned from recent executive or

board of director’s mistakes?

Expert Solution

Treading the line between ignoring the board and resenting it: CompassPoint's national study Daring to Lead found that about one-third of nonprofit executives leave their jobs because they were fired or forced out. Being disdainful of the board -- which is so much fun over martinis at the executive director pub -- doesn't serve your organization . . . and you can unexpectedly end up getting fired.

B. Telling the board only about successes: A common executive director complaint goes something like this: "They keep expecting me to pull a rabbit out of a hat!" And how did they come to expect magic? Because we CEOs only like to tell the board about a problem if we already have a solution figured out. So after we show them rabbit after rabbit, why are we surprised when they learn to expect us to produce one?

C. Not taking responsibility for the performance of the board: If the board is going great, that's great. If it's not going great, who should do something about it? Too many executives think, "The board is awful, but it's not my job to fix it." In fact (or unfortunately), the executive's job is to work on improving any under-performing part of the organization, including the board. Just as you wouldn't step in and do the job for an under-performing manager, you can't take over for the board. But you must ask yourself, "What am I going to do to improve this situation?" (Who's Responsible for the Board?)

D. Recruiting board members that work well with you, but would be a poor committee for hiring your successor:the most important (and neglected) part of succession planning is making sure that the board is comprised of people who will be good at hiring the next CEO. If, for instance, a homeless organization has all board members who are corporate professionals, they are at risk of hiring someone completely inappropriate -- compared to a board that also had social service professionals and community leaders on the board. If you're an ED who thinks you might be leaving within the next six years: the people you are recruiting now will be on the hire committee when you leave. (Succession Planning for Nonprofits of All Sizes)

And of course, the ultimate mistake? Neglecting to forgive ourselves and others for mistakes, and then moving forward. At least until we can find some non-humans (and non-dogs) who never mess up.

jeff jeffy answered 2 years ago

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