We might sound like a broken record, we’ve written about this many times, but the narrative hasn’t changed. Then we came across this brilliant article!

In our experience, many boards (possibly most) have members who don't know each other well. Why? There seem to be many reasons.

Peter Drucker once said “Strategy is not a goal, it is a direction, a blueprint for putting the pieces together and building. It must have continuous feedback to translate real-time results into refinements and changes as appropriate.”

All doctors take an oath (the Hippocratic Oath) to “do no harm”. This is obviously important for professionals who hold lives in their hands. However, it's a good rule of thumb for all professionals wouldn’t you agree?

It’s Pride Month! It celebrates the long road that LGBTQ+ advocates and other community leaders have traveled to achieve equality.

Our first blog this month, Developing Your Leadership Style, provided an activity to help you identify your leadership strengths. In this blog, we suggested that personal reflection on your leadership strengths and aspirations is as important as consulting external leadership resources.

There are lots of leadership books out there, and that is great. We are not anti-book, and there is certainly a lot of helpful information available that could help you become a better leader. Looking at external sources for inspiration, however, has its drawbacks.

Occasionally, when discussing strengths-based approaches and growth mindsets with nonprofit leaders, we ponder whether we might inadvertently fuel the phenomenon of 'toxic positivity' in the workplace.

This week we are hosting a Lunch and Learn on board innovation. The theme is about shifting to a dynamic or growth mindset at the board level.

According to Clifton Strengths, strengths-based organizations ‘integrate strengths development into their mission, vision, values and processes, as well as into how people work and collaborate daily. It's a culture in which conversations about strengths in the workplace are frequent and productive -- shaping people's mindsets and approaches to work’.