Nonprofit Leadership Lab Governance Quiz

The board thinks about the budget and programs strategically.

The board has strategy discussions at least once a year.

The board acts as a watchdog, ensuring things are running smoothly.

The board uses tools like SWOT analysis for strategy development.

The board consistently asks critical questions about issues.

The board views the Executive Director as a valued partner in discussion.

The board avoids taking current situations for granted.

The board frequently considers alternative scenarios and possibilities.

Focuses on whether the organization is performing its duties correctly, emphasizing financial matters, facts, figures, and risks.

Focuses on closing the gap between the current state and the desired future state of an organization.

A more creative and less solutions-oriented approach to governance.

The duties and tasks board members are expected to fulfill.

A clear understanding of the roles and duties of board members, defining the expected level of success for the organization.

Different approaches boards utilize to carry out their duties.

Tracking the effectiveness and performance of the organization.

Establishing objectives for the entire organization.

A board that governs using fiduciary, strategic, and generative approaches throughout the year, creating a robust and well-performing organization.

Financial committee reviews financial statements, examines variances, and discusses causes of variances, often at board meetings.

Financial committee reviews financial statements, analyzes variances, and engages in discussion about the reasons behind those variances.

Financial committee proactively assesses variances, potentially challenging current strategies, to identify and explore opportunities in fundraising and other crucial areas.

A board that primarily responds to issues rather than proactively identifying and addressing possible problems and opportunities.

The Treasurer reports on how the organization will compensate or adjust based on variances.

The Executive Director (ED) and the Board Chair communicate openly about finances, avoiding surprises at board meetings.

The board offers suggestions and possible solutions to the ED, addressing challenges raised by ED.

Board meetings dedicated to strategic discussion, innovation, and free thinking, focusing on how the organization can grow and evolve.

The Executive Director and the Board Chair meet regularly to discuss important matters.

The ED sends the agenda for meetings in advance, ensuring the Chair and the Board are well-prepared.

Strategic discussions go beyond typical strategies, focusing on innovative approaches.

The relationship between the ED and the Chair focuses on open communication and financial awareness, with the board actively seeking solutions and engaging in innovation

The realm of board activities focused on financial oversight, legal compliance, and ensuring the organization's stability.

A strong board structure with clear responsibilities, effective leadership, and a mix of skills and expertise that allows for strategic planning and decision-making.

The process of actively seeking board members with diverse skills, experience, and perspectives that align with the organization's strategic goals.

A capable board chair who guides strategic discussions, encourages open communication, and fosters a collaborative environment.

The board actively contributes to fundraising efforts by exploring new revenue streams and developing creative strategies to secure financial resources.

shifting the focus from simply maintaining operations to developing a strategic roadmap that leads to long-term success.

Investing in the board's continuous learning and growth, empowering them to be effective strategic partners.