Nonprofit Boards That Work: The End of One-Size-Fits-All Governance (Hardcover)

by Maureen K. Robinson (Author) "The caller is tentative, perhaps hopeful that the answer will be no..." (more)
Key Phrases: board that works, board culture, ideal board, Rules of Order, Snapshot of America's Nonprofit Boards (more...)

Editorial Reviews

Review
"She offers shared wisdom and commonsense advice that provides useful information about the basics of board work." (Nonprofit & Voluntary Sector Quarterly, May 2003)

"She offers shared wisdom and commonsense advice that provides useful information about the basics of board work." -- Nonprofit & Voluntary Sector Quarterly, May 2003

Product Description
Praise for Nonprofit Boards That Work

"This book offers a refreshing and candid look at the challenges of nonprofit boards. It moves away from theoretical frameworks to take you inside the real world of nonprofit organizations. . . . A must for any executive director who needs reassurance that building effective boards is tough work, but well worth the effort."–Sherry Rockey, Executive Director, International Women’s Media Foundation

"Maureen Robinson is uniquely qualified to help us understand the issues related to boards that are effective, those that are not, and why. It is certain that board members, potential board members, and executive directors who read this book will better understand their roles and responsibilities, and will be better able to avoid common pitfalls. As a result, the impact of their efforts on those whom their organizations exist to serve will be enhanced."–Ron Burkard, Executive Director, World Neighbors

As more than 10 million people in the United States alone say yes to board service, they also expect to see their time and talents used effectively. This invaluable book presents a straightforward approach to understanding the role of the board, tailoring its work to meet the needs of specific organizations, and creating a culture of board productivity that makes participation rewarding for board members as well as the organizations they serve. Nonprofit Boards That Work:

• Distinguishes between theory and practice and encourages boards to explore how they genuinely add value to the work of the organization
• Goes beyond the hows and whys of nonprofit governance to provide frank advice and real-world examples of what works, what doesn’t, what requires a miracle, and what can be achieved through diligent and deliberate effort
• Offers practical yet flexible strategies that can be tried by any nonprofit board, whatever its current effectiveness

. . . and much more to guide nonprofit organizations and their boards toward accomplishing the goals they seek.

See all Editorial Reviews

Product Details

• Hardcover: 162 pages
• Publisher: Wiley; 1st edition (January 15, 2000)
• Language: English
• ISBN-10: 0471354325
• ISBN-13: 978-0471354321
• Product Dimensions: 9.1 x 6.1 x 1 inches
• Shipping Weight: 14.4 ounces (View shipping rates and policies)
• Average Customer Review: 4.5 out of 5 stars See all reviews (2 customer reviews)
• Amazon.com Sales Rank: #690,448 in Books (See Bestsellers in Books)

Customer Reviews

Most Helpful Customer Reviews

25 of 25 people found the following review helpful:

4.0 out of 5 stars Don't Put Your Trust In One Governance Model, August 4, 2002

By	Nathan Garber (London, Ontario, Canada) - See all my reviews

Since the publication of John Carver's "Boards that Make a Difference" in 1990, much of the literature about nonprofit boards has been directed to supporting or debunking Carver's presentation of a universal governance model. The subtitle of Maureen Robinson's recent book (the end of one-size-fits-all governance) advises the reader of this author's point of view that whatever their similarities, nonprofits differ dramatically in terms of scale and structure, organizational history and cultural traditions. "A million nonprofits will arrive at almost as many variations in strategies for achieving good governance" she writes. "Each Board must fit its performance to the needs of the organization it serves and be willing to change as the organization changes."
Particularly useful in this context is Robinson's differentiation of the board's role into three "dimensions:" legal, functional, and symbolic. The legal dimension represents the board's fiduciary role and its stewardship duties. The functional dimension is the board's role in managing and delivering the organization's programs and services. The third dimension is the board's symbolic role as an exemplar of the values and culture of the organization.

Thankfully, the author also sets out to correct any misapprehensions that governing a nonprofit organization is easy. While the theory of governance may be simple to grasp, implementation is difficult no matter what the size of the organization. Although the board is referred to as a unit, she explains, it is actually a collection of individuals with their own unique reasons for being on the board and their own individual strengths and limitations. Quoting Cyril Houle, she concludes that "a good board is a victory, not a gift."

In the early chapters, the author discusses the value and roles of the board, and suggests strategies for managing meetings and structuring committees so that the board can focus on what she considers essential elements of the job of all boards: financial oversight, planning, evaluation, and fundraising.

Later chapters address the interpersonal dimensions of board-building: the role of the chairperson, the nature of the relationship with the executive director, recruitment, training and evaluating board members.

The author writes in an engaging and personal style with insight and examples from her experience at the National Center for Nonprofit Boards, the Smithsonian Institution, and the American Association of Museums. Interspersed with examples are many suggestions, mostly directed towards chairpersons and executive directors. Addressed to a relatively unsophisticated reader, there is no trivialization of issues, nor condescension. In 176 pages, the book covers its subject quite well. Not to be seen as a manual, it would be useful to anyone in a leadership role in nonprofit organizations. In nonprofit management classrooms, this book would also make an excellent text, presenting an alternative perspective to that of John Carver.

2 of 4 people found the following review helpful:

5.0 out of 5 stars Excellent resource, September 21, 2002

By	Brian D. Mcmahon (Scotts Valley, CA United States) - See all my reviews (REAL NAME)

This is a very practical, common-sense book. It is very obvious that the author has a lot of experience with what works (and doesn't work!) in the real world. If you serve on a nonprofit board, or are considering doing so, I very strongly urge you to read it.