Podcasts about board governance

Behind every city vote, hospital budget or zoning decision is a leader navigating tough, often conflicting priorities. Right now, public leaders are operating in an environment of rising healthcare costs, workforce shortages and heightened community expectations—especially within safety-net systems that collectively provide billions in uncompensated care each year. The stakes are real—they affect patients and their families on some of the hardest days of their lives.When the pressure is loud and the resources are limited, how does a leader decide what's right—and how do they stay grounded in purpose along the way?On this episode of I Don't Care, host Dr. Kevin Stevenson sits down with Ann Margolin, former Dallas City Council member, investor, community leader and artist. The conversation explores how values-driven leadership operates under pressure—from contentious zoning battles to healthcare budget crises—and how creativity and civic engagement remain essential tools for effective governance.Top insights from the talk…Why principled leadership matters when representing 85,000 constituents—and how to make tough public decisions amid vocal opposition.How creative governance can stabilize a safety-net health system, from managing budget shortfalls to launching cost-saving care models like nurse midwife programs and community-based clinics.The overlooked role of art and creativity in strengthening communities, improving healthcare environments and helping leaders reconnect with purpose.Ann Margolin is a former Dallas City Council member and the first woman to serve as Chair of the Parkland Hospital Board, where she led finance and strategic planning efforts and oversaw the launch of the system's first community-based primary care clinics. She brings deep expertise in public governance, budget oversight, economic development and nonprofit leadership, having chaired and served on numerous civic and philanthropic boards while advancing initiatives in healthcare, arts advocacy and education. Furthermore, she is a founding member of the Texas Women Ventures Fund and an active investor in technology, real estate and women-led enterprises.

We lean into a timely business truth: nonprofit sustainability is built as much through belonging as through budgets. Cohosts Julia C. Patrick and Tim Sarrantonio welcome Rachel D'Souza, Founder and President of Gladiator Consulting, for a conversation that reframes community-building as a practical growth strategy for donors, volunteers, staff cohesion, and long-term resilience.Rachel describes nonprofits as one of society's last best “third spaces”—those informal gathering places that used to create trust across differences. With remote work, the pandemic's aftershocks, and algorithm-driven polarization, many people have fewer natural pathways into civic life. That shift creates risk for organizations relying on legacy participation habits. It also creates opportunity: nonprofits can intentionally become the place where people reconnect around shared purpose and shared outcomes.The discussion moves from theory into operating reality: boards at impasses, teams facing funding gaps, and leaders stuck in fight-flight-freeze. Rachel offers a pragmatic path forward—start with shared facts, clarify who holds which decisions, and practice disagreement before the stakes spike. “If you want to be better at conflict, that means you have to practice it, just like anything else,” she said, recommending simple meeting exercises that build the muscle of respectful debate.Tim grounds this in organizational dynamics leaders recognize instantly: misalignment between finance and fundraising can derail systems decisions, contracts, and staff trust—without anyone “hating” anyone. The fix is not heroics; it's earlier conversations, shared language, and a commitment to being in the room together.Rachel draws a bright line leaders need: discomfort is part of growth, but it is not the same as harm. When emotions run hot, the first move is often a pause—reset the temperature so people can listen to process, not just respond. This convo offers a hopeful business case: build community on purpose, and capacity follows. 00:00:00 Welcome and why community building matters right now 00:02:10 What Gladiator Consulting does and why “belonging” drives results 00:04:30 Nonprofits as “third spaces” and the business opportunity 00:06:10 Tim's real-life example of nonprofit spaces creating connection 00:08:00 Invitation culture making people feel welcome 00:10:10 People give through nonprofits and identity-based connection 00:11:30 Practicing conflict in meetings before stakes rise 00:14:05 Finance and fundraising misalignment as an operational risk 00:16:20 Shared clarity who decides what and why it matters 00:22:20 Pause tactics discomfort vs harm and moving forward #TheNonprofitShow #NonprofitLeadership #CommunityBuildingFind us Live daily on YouTube!Find us Live daily on LinkedIn!Find us Live daily on X: @Nonprofit_ShowOur national co-hosts and amazing guests discuss management, money and missions of nonprofits! 12:30pm ET 11:30am CT 10:30am MT 9:30am PTSend us your ideas for Show Guests or Topics: HelpDesk@AmericanNonprofitAcademy.comVisit us on the web:The Nonprofit Show

What happens when governance goes wrong? A set of negative patterns is usually the culprit, with small breakdowns quietly building over time until boards find themselves struggling with trust, clarity, or effectiveness. This episode of the Forward Thinking Podcast features FCCS SVP of Marketing and Communications Stephanie Barton, Chad Klawetter, Vice President of Board Governance and Development at FCCS, and Barb Wilkinson, Senior Board Governance Consultant at FCCS. Together, they examine the four warning signs that, left unaddressed, can seriously undermine a board's ability to lead, govern, and create value.   Episode Insights Include: Developing the four horsemen Board erosion is rarely a catastrophic event. It happens over time, then all at once. These common threats are among the many that board members have to keep track of. Board members need to ask themselves if they see signs of these 4 horsemen, and what they can do about it. These four horsemen can be a starting point for frequent conversations about improvement.   Horsemen number 1 "The board lacks a constructive partnership with the CEO." A healthy board partnership is built on trust. It is obvious both in and outside the boardroom what each person's role is and how to work together. Great alignment is a key sign of a healthy relationship. Frequent surprises indicate a partnership breakdown. Oversight needs to be balanced with support. Knowing whose role is what is critical. CEO evaluations can be an effective way to check in on roles.   Horsemen number 2 "The board cedes committee control to the staff." Staff should be part of committee decisions. If staff start to dominate board meetings, board work can't be done effectively. Excessively long board meetings indicate that governance work isn't being done at the appropriate level. Committees are for boards, not for staff. Boards can reclaim committee meetings without alienating staff by resetting the committee charter.   Horseman number 3 "The board doesn't follow a regular practice of self-evaluation." Not everyone seeks out constructive feedback, and many resist it. Consider what feedback is needed. Anonymous feedback allows members to speak freely about concerns. The board is entrusted to evaluate and manage itself, and needs to exercise maturity and self-awareness to do so effectively. Peer evaluations from other board members can help with better self-evaluations.   Horseman number 4 "The board doesn't tell itself the truth about its culture." Board culture can be defined in a variety of ways, including the norms, expectations, and behaviors of the board. Culture is as powerful as gravity, with massive implications on every aspect of governance. Culture should not be relegated to a soft skill that can be put on the back burner. Board culture can be built in a variety of small and effective ways.   Common blindspots in the boardroom Avoidance of conflict causes problems. Tools can be brought in to support board members. A homogeneous board is not ideal; healthy debate and conflict will produce better results. The idea of a CEO answering to multiple bosses can be awkward, but it is part of board protocol. Healthy debate should be encouraged in the boardroom. Psychological safety is an essential component of productive conversations.   First steps to addressing the horsemen As a board, be honest with yourself about what's happening. Take five minutes at the end of each board meeting to debrief. Recognize that people have good intentions, but good governance is a process. A horseman can be a powerful, trusted asset to a board.   This podcast is powered by FCCS.   Resources   Connect with Chad Klawetter – Chad Klawetter   Connect with Barb Wilkinson – Barb Wilkinson   Get in touch – info@fccsconsulting.com   "Rarely do we see huge, catastrophic things happen on boards. It's usually something gradual, over time, that leads to a more significant problem." — Chad Klawetter   "A healthy board partnership is built on trust." — Barb Wilkinson   "Culture is invisible, but also so powerful. Everything else is built upon it." — Chad Klawetter   "Having good intentions is not enough. Having good governance is a process." — Chad Klawetter   "It will always take team effort for the team and the board to keep moving forward." — Barb Wilkinson

(0:00) Intro(1:19) About the podcast sponsor: The American College of Governance Counsel(2:05) Start of interview (2:48) Michael's origin story. Academic Journey and Early Influences. *reference to Correlation Ventures(8:55) About his paper Board Dynamics over the Startup Life Cycle (2020) with Nadia Malenko. (11:30) Role of independent directors in VC-backed companies.(16:05) Control Dynamics in Startup Boards(17:21) The Evolution of Founder Control *Reference to E187 with Brad Feld (Oct 2025)(28:11) The Future of Private Markets(29:21) The Future of IPOs “What's been missing from the IPO market since 1996 is the small- to mid-cap company. In my view, the solution for public markets is to restore their uniqueness by shutting down private secondary markets and making public-market liquidity distinctive again.”(33:40) The Role of Private Equity in Governance(39:47) Distinctions Between VC and PE Boards(42:24) Insights from Private Equity for Public Companies “A PE firm is really an investment bank with a consulting arm, where the partners sit on both sides and have equity in the whole game.” "What PE solves is expertise alignment, and a clear investment horizon for an exit."(47:36) The Impact of AI on Board Governance(50:20) Books that have greatly influenced his life:One Hundred Years of Solitude by Gabriel Garcia Marquez (1967)Culture Series by Ian Banks (1987-2012)A Brief History of Intelligence by Max Bennett (2023)(53:14) His mentors (54:24) Quotes that he thinks of often or lives his life by: "All models are wrong, but some are useful" by George Box(53:15) An unusual habit or an absurd thing that he loves. Watching the Big Lebowski.(55:53) The living person he most admires: Derek Thomson.(57:26) Moving from VC to PE Research in New YorkMichael Ewens is the David L. and Elsie M. Dodd Professor of Finance and co-director of the Private Equity Program at Columbia Business School. You can follow Evan on social media at:X: @evanepsteinLinkedIn: https://www.linkedin.com/in/epsteinevan/ Substack: https://evanepstein.substack.com/__To support this podcast you can join as a subscriber of the Boardroom Governance Newsletter at https://evanepstein.substack.com/__Music/Soundtrack (found via Free Music Archive): Seeing The Future by Dexter Britain is licensed under a Attribution-Noncommercial-Share Alike 3.0 United States License

Get 90 Days of Fellow's incredible AI notetaker for free at fellow.ai/cooGuest: Seth LevineBook: Capital EvolutionPodcast: Between Two COOsHost: Michael KoenigWhat we coverWhy Seth wrote Capital Evolution and why nowWhy today's economic shift is structural, not cyclicalHow power has moved from public institutions to businessesWhat companies are being asked to carry that they weren't built forHow AI fits into this broader realignmentEarly signals that companies are adapting well to AIWhat strong executive teams do differently during uncertaintyCommon leadership traps when change happens too fastA real crisis from a portfolio company and what the executive team did wellThe new leadership muscle operators need for the next decadeEpisode Chapters / Timestamps00:00 – Introduction01:40 – Seth's 30-second pitch for Capital Evolution04:05 – Why this shift is structural, not cyclical07:20 – What's broken in the current economic model11:00 – The power shift from government to business15:10 – What leaders are quietly losing18:45 – Where AI fits into this realignment23:30 – What boards see when AI adoption works28:05 – How strong executive teams handle uncertainty33:40 – Leadership traps during rapid change38:10 – A crisis inside a portfolio company44:00 – The new muscle operators must build48:50 – A moment Seth never thought he'd see

What does a community foundation actually do, and what makes its board effective? In this episode of I501(c)You, Michael sits down with Phillip Lanham, President & CEO of Gulf Coast Community Foundation, to break down the role community foundations play in inspiring philanthropy and creating measurable regional impact. Phillip shares his path from higher education fundraising to community foundation leadership, explains how boards are governed, and offers practical insight on working with donor-board members, building strong board chair relationships, and using a foundation's convening power to strengthen nonprofits through grants, capacity building, and rapid-response funding when the community needs it most. Timestamps: (00:00) Introducing Phillip Lanham, President & CEO, Gulf Coast Community Foundation (03:10) What compelled you to join a community foundation? (04:30) The role of community foundations (07:15) How is a community foundation governed? (08:25) What makes for a good board member? (09:45) Any opportunities when board members are also donors? (10:40) Role of the board chair (11:45) How do you structure your relationship with your board chair? (13:25) How do other board members interact? (15:45) How do community foundations work with nonprofits? (20:10) The power to convene (21:30) Structure of Gulf Coast Community Foundation (23:15) Learning curves of being CEO (24:55) Most rewarding aspect of being CEO (26:40) Biggest surprises (28:25) Advice to a future CEO (30:00) Recapping with Read Join us every other week as we release a new podcast with information about how you can be the best board member and provide great service to your organization. Listen to the podcast on any of the following platforms: YouTube Apple Podcasts Spotify Podcasts Amazon iHeartRadio Visit us at: www.thecorleycompany.com/podcast

Scott Hildenbrand, Managing Director at Piper Sandler joins us as we review discussions bank boards should be having as they enter budget and strategic planning season.  We discuss raising capital and taking balance sheet losses as strategic moves to improve future earnings.  Send us a textPresented by Remedy ConsultingFor more information on BankTalk:BankTalk WebsiteSubscribe to BankTalk NewsRemedy Consulting WebsiteRemedy LinkedInTo speak on the BankTalk Podcast, please email us.

Send us a textPrivate equity, private debt – private markets are absolutely the flavour of the day. Yet, despite the headlines and eye-catching numbers, very little discussion is taking place about governance in this context. In this podcast, Dr Sabine Dembkowski, Founder and Managing Partner, is joined by Dr Eelco Fiole. He has more than 30 years of international finance experience, including two decades as Non-Executive Director, CFO, and CEO in alternative investments with teams in Zurich, London, New York, and Singapore. He also holds more than eight advanced degrees and is a true polymath with special expertise in investment governance.“Private market investing comes with a lot of issues.“Eelco reports that over the next five years, private markets are expected to double to $30 trillion USD. Private investors now invest alongside traditional institutions. Yet serious issues remain, including complex structures, valuation challenges, opacity, layers of leverage, and enormous asymmetries of information. “Governance is work, and when that work is being done, trust also develops.”To Eelco, governance is a key factor in creating trust for LPs and GPs. Both must contribute to building a solid governance framework. For LPs, remember that greed is not a strategy. Instead, use governance structures as a filtering tool to address issues of valuation, transparency, and conflicts of interest. For GPs, good governance helps attract capital. Eelco noticed that the smartest GPs use well-structured governance agreements to differentiate themselves, back up big promises, and showcase how they plan to protect investors. “It's all about incentives.“In Eelco's experience, many trust-based issues can be resolved by examining the incentives at play. Who is getting paid, when are they being paid, and how are those payments structured? Following the money and understanding who benefits in various scenarios is key to effective governance. On a practical level, this means building desired behaviours into the documentation. “Every investment is situational.“Eelco feels every investment has its own unique characteristics. As a result, “off the shelf” legal documents may not be sufficient. Custom-crafted or heavily adapted documents that cover the legal and economic variations of the investment, investment team, and market are key. The same is true for individuals who want a seat at the table. Private markets are highly specialised and nuanced. Only individuals who can add value in specific ways will be welcomed. “If I cannot have proper representation of the interest, then I'm not going to do it.” Eelco sees many cases where things go wrong, where highly concentrated investors are excluded, or where LP committees have no power. He is not calling for regulators to step in, but for boards to thoughtfully use governance structures to create checks and balances.The three top takeaways from our conversation for effective boards are:1.     Governance is work.2.    For GPs, understand the mechanics of trust and its role in attracting capital. 3.    Standard legal documentation is not enough. You must build in your own situationally appropriate models into the agreements.Join The Better Boards Community - info@bIf you would like to become part of the Better Boards community, learn about our distinctive approach and explore opportunities to work with us or contribute to The Better Boards podcast series, get in touch at info@better-boards.com. We love to hear from you.

Davies Owens welcomes Ken Rhinehart, a commercial real-estate veteran and founder of VPA Classical, to demystify how classical schools can find, fund, and secure facilities that actually serve the mission.

Nonprofit Fundraising Made Stronger with Mark Wilkison (Good2Give Podcast, Episode 18) In this episode of The Good2Give Podcast, hosted by DePriest Waddy and underwritten by the Community Foundation for Northeast Georgia, fundraising veteran Mark Wilkison, Principal and Partner at Columns Fundraising, shares timeless lessons on nonprofit fundraising, governance, board engagement, and major gift strategy. With […]

Matt Glazer arrives with runner's grit and a teacher's patience, asking nonprofit leaders to reconsider what “success” really means when the pace gets punishing and the stakes feel permanent. Blue Sky Partners, he explains, is built on human-centered design—strategy that starts with people, not paperwork—because “things happen with people, not to them.” That simple reframing lands like fresh air in a room that's been working on fumes.Matt traces the practical path from North Star to next step. Vision and mission still matter; values still guide. But unless the destination is explicit, inertia becomes the manager. He's seen organizations celebrate the wrong finish line—an amount raised rather than a result achieved—because the compass got swapped for a calculator. As he puts it plainly, too many teams make “the destination the money, not the mission,” and then feel failure in victory. His remedy: clarity that sequences choices—staffing, board composition, fundraising tactics—toward outcomes that last longer than a news cycle or a fiscal quarter.The episode turns intimate as he describes leading through funding freezes and furloughs, where procurement bottlenecks stall workforce programs and rapid-rehousing efforts. Chaos, he says, is part of the system; the question is how leaders respond. That response writes the culture: junior staff learn what urgency means, what boundaries are allowed, and whether development is an investment or an afterthought.Matt's answer is rhythm. He prefers “work-life rhythm” to balance, because real life surges and ebbs. Micro-rituals—a brain break after deep work, a morning run, hand-ground coffee, ten minutes of reading—become the scaffolding of steadiness. Leaders who model the pause (even leaving early after a 3 a.m. crisis) give permission for healthier habits and better listening. From there, skills compound: interns become staffers, staffers rise to managers, managers to directors, directors to chiefs.He doesn't preach from a distance. Matt shares his own burnout and mental-health journey, the season when achievement eclipsed wellbeing. That candor reframes self-care as operational sense, not personal luxury. The nonprofit sector is vast—and fragile—precisely because it relies on people whose calling meets constraints. Protect the people, he argues, and you protect the mission.This episode is an invitation to re-set: name the North Star, measure what matters, and let rhythm replace adrenaline. Strategy becomes humane. Operations become sustainable. And the work—housed within leaders who can breathe—can keep going for a long time. #TheNonprofitShow #NonprofitLeadership #HumanCenteredDesignFind us Live daily on YouTube!Find us Live daily on LinkedIn!Find us Live daily on X: @Nonprofit_ShowOur national co-hosts and amazing guests discuss management, money and missions of nonprofits! 12:30pm ET 11:30am CT 10:30am MT 9:30am PTSend us your ideas for Show Guests or Topics: HelpDesk@AmericanNonprofitAcademy.comVisit us on the web:The Nonprofit Show

Boards don't magically run themselves—and this lively discussion proves it. Strategist and facilitator Mary Kay Delvo of Inspiring Sight lays out a practical path for turning board service from a vague obligation into purposeful leadership. She starts with a truth we all feel: “If they knew better, they'd do better.” Most board members were never taught governance, so we must teach it—and then expect ownership.Mary Kay reframes board work with a memorable mantra: protect and direct. Every decision should answer, How does this protect the organization and or direct it? Pair that with her second keeper—“Noses in, fingers off”—and you've got a fast filter for staying strategic without micromanaging.Her signature Seasonal Board Cycle makes governance easy to see and easy to use:·        Spring – Plant and cultivate: recruit intentionally for perspectives you truly need.·        Summer – Engage effectively: spread work through committees so knowledge isn't concentrated.·        Fall – Revitalize and harvest: measure real impact, not just attendance.·        Winter – Recharge and look ahead: scan for change, refine strategies, and celebrate wins.On strategy, Mary Kay replaces the dusty plan with a Strategic Map—a living journey to a destination. The destination stays constant; routes change as conditions change. That's why boards must revisit the map, assess detours, and make smart adjustments with staff. After the board approves the map, staff craft an Understanding Impact Map with goals, success indicators, reviews, and board reporting—so every meeting tracks progress, learns from misses, and recommends course corrections.She also addresses the classic tension between boards setting direction and staff living the day-to-day. Her non-negotiable: senior leadership joins the board in mapping, and staff input is synthesized and heard. Otherwise there's no buy-in—and without buy-in, plans gather dust.Most of all, Mary Kay gives boards permission to be human. Seasons change. Routes shift. Progress accelerates when everyone knows the role they play and the questions they must ask. Or in her words: “Boards need to be responsible for their own succession, evaluation, and foresight.” When that happens, governance becomes energizing—and impact becomes visible.Find us Live daily on YouTube!Find us Live daily on LinkedIn!Find us Live daily on X: @Nonprofit_ShowOur national co-hosts and amazing guests discuss management, money and missions of nonprofits! 12:30pm ET 11:30am CT 10:30am MT 9:30am PTSend us your ideas for Show Guests or Topics: HelpDesk@AmericanNonprofitAcademy.comVisit us on the web:The Nonprofit Show

www.marktreichel.comhttps://www.linkedin.com/in/mark-treichel/In this episode of With Flying Colors, Mark Treichel breaks down the latest NCUA Board Meeting held on September 25, 2025. With only one agenda item—the NCUA Insurance Fund briefing—the discussion still revealed several key insights that credit union leaders need to know. From CAMELS code shifts to the impact of 27% of NCUA staff taking buyouts, Mark unpacks how these developments could shape examinations, budgets, and credit union operations in the months ahead.

One of the biggest decisions parents make is where their children go to school. With classrooms shaping faith, wisdom, and character, the stakes couldn't be higher.In this episode of BaseCamp Live with Davies Owens, President of the Stanley M. Herzog Foundation Darrell Jones, shares how one man's vision has grown into a nationwide movement for Christ-centered education. From his years as a pastor to leading one of the most influential organizations in the space, Darrell offers a front-row look at what's changing in public education, why families and pastors are seeking new options, and how the Herzog Foundation is stepping in with practical support.Discover:Why the “yellow bus” may look the same but is headed to a very different destination than a generation agoHow the Herzog Foundation Institute is equipping schools with free training and resourcesThe role of parents, pastors, and schools in raising up salt-and-light disciplesWhy the rapid growth of Christian education is more than a trend - it's a movement

How can colleges and universities be intentional about their governance so they are prepared to make decisions they've never made before, with higher stakes, in less time? How can boards strike the right balance between hindsight, oversight, and foresight? How can they create meaningful metrics on outcomes and the processes to achieve them? We dig into these questions with Steve Charles, Founder of the IMMX Group and higher ed board member (Note that Steve's views are his own. He's not speaking on behalf of any institution.)

AI dashboards offer higher education boards the opportunity to boost performance to improve their institutions. In this episode of the Changing Higher Ed Podcast, Dr. Drumm McNaughton speaks with Marc Huffman, CEO of OnBoard and eSCRIBE, about how AI dashboards provide trustees with better insight into board work and support more effective board governance. This conversation is especially relevant for presidents, trustees, and board professionals seeking to strengthen board readiness and make governance more data-informed. Topics Covered: How AI dashboards consolidate board materials and surface the most important information Methods for tracking progress against institutional strategy over multiple years Ways dashboards support board secretaries and committee chairs in managing follow-ups Why boards need AI use policies and trustee training to build digital literacy The coming role of predictive analytics and benchmarking in board planning Three Key Takeaways for Leadership: AI dashboards give boards better visibility into performance trends and unfinished business. Board composition and trustee development determine how well these tools are used. Governance policies for AI create a secure, ethical framework for decision support. Read the transcript on Changing Higher Ed: https://changinghighered.com/ai-dashboards-for-higher-education-board-governance/ #BoardGovernance #AIDashboards #HigherEducationPodcast

Host Julia Patrick welcomes Herb Paine, CEO of Paine Consulting Services, for a candid and thought-provoking conversation about the future of nonprofit education and leadership development. With decades of experience as a consultant, author, and sector leader, Herb brings a sharp perspective on how nonprofit organizations are preparing—or failing to prepare—for an era defined by disruption and rapid change.Herb cautions that too much of today's training for nonprofit executives and boards is locked in repetitive, outdated models. “A lot of what's going on in these spaces of learning is performative,” he explains, “but it's about doing better, not really engaging in systemic change.” Instead of producing transformative leaders, he argues, programs often reinforce traditional management practices that no longer align with the pace of technological, cultural, and social change.At the heart of his critique is governance. Boards are often celebrated for attracting members with deep pockets or corporate influence, yet that influence can restrict meaningful innovation. Herb recalls moments when distinguished board members blocked advocacy efforts because their corporate employers opposed certain policies. “What I'm more concerned about,” Herb insists, “is rethinking who governs, who's at the table, and how do we engage those people most affected by the policies and actions of organizations.”The deep conversation also surfaces a persistent issue in nonprofit leadership: the lack of standardized education and pathways. Unlike law or architecture, nonprofit leadership does not begin with a common language or academic foundation. Many executives are promoted from program roles without the necessary grounding in governance, financial strategy, or community-driven leadership. This creates a cycle of tactical rather than strategic planning, leaving organizations vulnerable to financial overextension, disengaged boards, and leadership silos.Herb further challenges consultants and educators, urging them to move away from formulaic retreats and stale curricula. Instead, he calls for dynamic, collaborative learning environments that confront fundamental questions of mission, value, and equity. He even suggests a “training school for consultants” to ensure they are equipped not just to facilitate sessions, but to guide transformation.The discussion turns briefly to philanthropy, where Herb sees funders as potential catalysts for change. While acknowledging the restrictions that often shape grantmaking, he advocates for foundations to take bold steps in supporting leadership development and systemic reinvention..Ultimately you will find Herb's message is clear: the nonprofit sector must stop spinning its wheels in repetitive systems and start rethinking leadership, governance, and education in light of the future already upon us. His forthcoming book, Up Your Nonprofit, will expand on these themes, offering a roadmap for organizations ready to embrace change.Find us Live daily on YouTube!Find us Live daily on LinkedIn!Find us Live daily on X: @Nonprofit_ShowOur national co-hosts and amazing guests discuss management, money and missions of nonprofits! 12:30pm ET 11:30am CT 10:30am MT 9:30am PTSend us your ideas for Show Guests or Topics: HelpDesk@AmericanNonprofitAcademy.comVisit us on the web:The Nonprofit Show

Caltech's board once had nearly 80 members; too many for focused discussion or quick decisions. In this episode of the Changing Higher Ed® podcast, Dr. Drumm McNaughton talks with Cathy Light, Caltech's Secretary of the Board, about how the institution streamlined governance, strengthened committees, and made trustee reorientation mandatory. Light, who has held senior roles at Carnegie Mellon University and the Semester at Sea program, outlines how Caltech conducts trustee assessments, structures its executive committee, and uses an ongoing governance review to keep the board working at its best. Topics Covered: Governance changes prompted by the pandemic Defining trustee responsibilities in 2025 Using the executive committee for responsive decision-making The role of the governance and nominating committee Trustee assessments and renewal decisions Making orientation and reorientation standard practice Maintaining strategic oversight without micromanaging Involving alumni and students without adding voting seats Real-World Examples: Reducing the board from 80 members to a manageable size Giving young alumni trustees full voting rights Using retreats and campus visits to connect trustees with faculty research Three Takeaways for Leadership: Keep governance review continuous and adaptive. Use orientation and reorientation to maintain alignment. Structure boards for informed, timely decisions without overstepping into operations. For presidents, trustees, board chairs, board secretaries, and governance committees aiming to improve board effectiveness. Read the transcript:  https://changinghighered.com/caltech-private-higher-education-board-governance-model/ #HigherEdGovernance #BoardGovernance #HigherEducationPodcast #HigherEdGovernanceModel

In this episode of I 501(c) You, we sit down with Bill Villafranco, trustee of the Virginia B. Toulmin Foundation and executive director of MyFace.org, for an inspiring conversation about leadership, philanthropy, and legacy. Bill shares his unique journey into nonprofit work, shaped by personal loss and mentorship, and offers a rare dual perspective on what it takes to lead as both a board member and an executive director. From navigating donor intent and intergenerational giving to managing board relationships and launching innovative community programs, this episode is packed with real-world insights for nonprofit leaders, board members, and anyone passionate about making an impact.  Timestamps: (00:00) Introducing Bill Villafranco, Board of Trustee of Virginia B. Toulmin Foundation and Executive Director of MyFace (04:26) Responsibility of a lifetime appointment (05:56) How are you making sure the Virginia B. Toulmin name exists into perpetuity? (08:36) Multi-generational philanthropic strategy (11:31) Becoming the Executive Director of MyFace (21:26) How will you be a better board member due to your work as an Executive Director? (23:46) What should board members know about being an Executive Director? (25:16) What advice would you give to businesspeople who are thinking about being on a board? (26:06) Final advice? (27:16) Recapping with Read Join us every week as we release a new podcast with information about how you can be the best board member and provide great service to your organization. Listen to the podcast on any of the following platforms: YouTube Apple Podcasts Spotify Podcasts Amazon iHeartRadio Visit us at: www.thecorleycompany.com/podcast

(0:00) Intro (1:49) About the podcast sponsor: The American College of Governance Counsel(2:36) Introduction by Professor Anat Admati, Stanford Graduate School of Business. Read the event coverage from Stanford's CASI.(4:14) Start of Interview(4:45) What inspired Karen to write this book and how she got started with journalism.(8:00) OpenAI's Nonprofit Origin Story(8:45) Sam Altman and Elon Musk's Collaboration(10:39) The Shift to For-Profit(12:12) On the original split between Musk and Altman over control of OpenAI(14:36) The Concept of AI Empires(18:04) About concept of "benefit to humanity" and OpenAI's mission "to ensure that AGI benefits all of humanity"(20:30) On Sam Altman's Ouster and OpenAI's Boardroom Drama (Nov 2023) "Doomers vs Boomers"(26:05) Investor Dynamics Post-Ouster of Sam Altman(28:21) Prominent Departures from OpenAI (ie Elon Musk, Dario Amodei, Ilya Sutskever, Mira Murati, etc)(30:55) The Geopolitics of AI: U.S. vs. China(32:37) The "What about China" Card used by US companies to ward off regulation.(34:26) "Scaling at All Costs is not leading us in a good place"(36:46) Karen's preference on ethical AI development "I really want there to be more participatory AI development. And I think about the full supply chain of AI development when I say that."(39:53) Her biggest hope and fear for the future "the greatest threat of these AI empires is the erosion of democracy."(43:34) The case of Chilean Community Activism and Empowerment(47:20) Recreating human intelligence and the example of Joseph Weizenbaum, MIT (Computer Power and Human Reason, 1976)(51:15) OpenAI's current AI research capabilities: "I think it's asymptotic because they have started tapping out of their scaling paradigm"(53:26) The state (and importance of) open source development of AI. "We need things to be more open"(55:08) The Bill Gates demo on chatGPT acing the AP Biology test.(58:54) Funding academic AI research and the public policy question on the role of Government.(1:01:11) Recommendations for Startups and UniversitiesKaren Hao is the author of Empire of AI (Penguin Press, May 2025) and an award-winning journalist covering the intersections of AI & society. You can follow Evan on social media at:X: @evanepsteinLinkedIn: https://www.linkedin.com/in/epsteinevan/ Substack: https://evanepstein.substack.com/__To support this podcast you can join as a subscriber of the Boardroom Governance Newsletter at https://evanepstein.substack.com/__Music/Soundtrack (found via Free Music Archive): Seeing The Future by Dexter Britain is licensed under a Attribution-Noncommercial-Share Alike 3.0 United States License

Segment 1:  Faron Daugs, CFP, Founder and CEO, Harrison Wallace Financial Group, joins John to talk about how the market has been performing this week, why he believes a market correction can be healthy, the latest on tariffs and the possible impact on the economy, Fed Chair Powell’s comments on interest rate cuts earlier this week, and when […]

Cornerstone's 2024 Volunteer of the Year Award Winner and Wellby Financial Board Chair Deborah Conder discusses what it means to be a credit union champion; shares about her long career with Johnson Space Center and Wellby; and shares advice for those seeking to serve on a board. 

Episode Summary In this episode of On Boards, Joe and Raza welcome Marc Schneider, an accomplished e-commerce and fintech executive with decades of experience building and scaling mission-driven companies. Marc shares his entrepreneurial journey, including his tenure as co-founder and CEO of Zebit, a transformative e-commerce and fintech platform, and his current role as an Operating Venture Partner at Ulu Ventures. The discussion dives into governance challenges in venture-backed startups, the evolution of boards from early-stage to IPO, and how founders can effectively leverage board expertise. Marc also discusses Ulu Ventures' commitment to supporting diverse entrepreneurs and shares insights into his innovative role as an “active” board observer and mentor to founders. Key Topics Discussed 1. Marc Schneider's Career Journey Background and Passion for Mission-Driven Companies: Marc's journey began with his personal experience of financial hardship, which inspired his work at Zebit to provide credit-impaired consumers with fair access to products without interest or penalties. Key Roles: From managing customer service operations at ProFlowers to leading Zulily and founding Zebit, Marc's career has been defined by innovation and scaling impactful businesses. 2. Zebit's Business Model and Mission Zebit's Unique Value Proposition: Providing underserved consumers with fair, interest-free payment options for e-commerce purchases. Challenges: Operating efficiently without typical revenue streams like interest or penalties, while predicting customer payment behavior with data-driven models. IPO Journey: Zebit went public on the Australian Stock Exchange (ASX) to access liquidity, even though the process posed significant challenges, including valuation issues and market unfamiliarity with its business model. 3. Board Governance in Startups Evolution of Boards: Marc discusses the progression of boards through funding stages, from limited investor involvement in early rounds to more structured and diverse boards in public companies. Lessons for Founders: Understand the dual role of investors as board members and stakeholders. Take an active role in shaping board dynamics and agendas. Prioritize chemistry and diverse perspectives in board composition. 4. Ulu Ventures and Supporting Diverse Entrepreneurs Ulu Ventures' Mission: Backing women, minority, and diverse entrepreneurial teams using decision analytics to assess investments. “Active” Board Observer: Marc's role involves mentoring founders, facilitating board discussions, and bridging gaps between management and governance. 5. Lessons Learned and Giving Back Persistence and Adaptability: Marc's reflections on navigating challenges, from startup struggles to delisting Zebit, emphasize resilience. Mentorship and Legacy: By supporting young entrepreneurs, Marc hopes to inspire a cycle of giving back within the startup ecosystem.

If you're considering bringing on a Chief of Staff or just need someone to explain the basics, this episode lays the groundwork and levels-set the foundation for future discussions on the role.A Chief of Staff works closely with the CEO, helping with company strategy, gap-filling key roles, and ensuring executive team cohesion. They can set up effective meeting structures, help onboard new executives, and even turn around toxic cultures. Key examples include managing strategic planning, coordinating board governance, and running critical projects during crises like COVID. Links Mentioned:Clarity Call with EmilyFree Resources:Strategic Planning Checklist Chief of Staff Skills Assessment ChecklistA Day in the Life of a Chief of StaffChief of Staff ToolkitGet in touch with Emily:Connect on LinkedInFollow on YouTubeLearn more about coaching Sign up for the newsletterClarity Call with EmilyWho Am I?If we haven't yet before - Hi

Episode Summary In this insightful episode of On Boards, hosts Joe Ayoub and Raza Shaikh welcome Pam Lenehan, a seasoned board member with over 22 years of experience on public company boards. Pam offers an in-depth look at the evolving responsibilities of boards and their members, including critical areas like cybersecurity, ESG, and CEO succession.   Drawing on her experience across seven public company boards, Pam discusses the increasing complexity of board roles, committee responsibilities, and the importance of a collaborative, learning-focused approach for today's directors. Key Topics Discussed: The Expanding Role of Boards in Risk Management Pam explains how boards are increasingly required to manage a broader spectrum of risks, from cybersecurity and AI to unexpected events like pandemics. She highlights the need for board committees (audit, compensation, technology) to coordinate their oversight on key issues and work with management to stay proactive.   Board Dynamics: Shifts in Meeting Structure and Time Commitments The increased reliance on digital platforms has, among other things, led to voluminous board materials, often reaching hundreds of pages. Pam shares how boards are restructuring their meetings to prioritize discussion over presentation, with a growing emphasis on pre-meeting preparation.   Pam notes how the frequency of both board and committee meetings has increased, with some public company boards now often holding eight or more meetings annually.   Maintaining Collegiality Amid Virtual and Shorter In-Person Meetings As more meetings shift online or the agenda is so packed it leaves little time for social interaction, the value of planned social opportunities, even brief breaks, to foster trust and rapport among board members. Pam's insights on “planned socialization” underscore its role in facilitating effective communication and decision-making. Evolving Expertise on Boards: Moving Beyond Generalists With a growing need for specialized knowledge in finance, industry, and technology, boards are increasingly composed of directors with specific expertise. Pam shares practical advice on balancing specialized skillsets and emphasizes that most board member should still possess a solid understanding of broader governance areas, even beyond their primary expertise.   The Role of the Board Chair and Lead Director Raza and Pam discuss the crucial role of the board chair in ensuring all voices are heard and the board remains aligned. With a diverse array of specialists now joining boards, the chair's leadership is increasingly important to synthesize perspectives and guide effective discussions.   The Influence of Shareholder Activism and Public Company Challenges Pam recounts her experiences with shareholder activists, noting how modern boards must be prepared to engage with sophisticated activist stakeholders. For directors, understanding activist perspectives and strategizing responses requires both diplomacy and transparency.   The Time Commitment of Board Service For anyone considering board service, Pam provides a candid look at the significant time and energy required. Acknowledging that board roles demand consistent weekend reading and adaptability for unscheduled meetings, she advises prospective directors to consider the full requirements of a board commitment before joining a board.   Continuous Learning and Networking for Directors Pam discusses the importance of ongoing education in governance, such as through the NACD, board excellence centers, and director forums. She advocates for cultivating networks with other directors to share experiences and insights, particularly on emerging or complex issues.   Supporting Diversity and Inclusion on Boards A proponent of diverse board representation, Pam shares her efforts to mentor women preparing for board roles. She encourages both current and aspiring board members to seek education and develop networks that enhance board diversity and effectiveness.

In this episode of CU On the Show, host Doug English is joined by board governance experts Jennie Boden, CEO of Quantum Governance, and Lynette Smith, chief engagement officer and former credit union CEO. Together, they dive into the crucial role of board governance in driving credit union success. From creating a Governance Action Plan to building a strategic, forward-thinking board, Jennie and Lynette share actionable insights on how credit unions can evolve their governance practices to support sustainable growth. Whether you're a board member, CEO, or credit union professional, this episode offers valuable takeaways on strengthening governance to meet the challenges of today and tomorrow. 

With five decades of higher ed administrative experience, John Derry, President Emeritus of Hope International University, has experienced many highs and lows in dealing with biblical higher ed board governance.Recently, ABHE has been blessed to have John as a coach in our board governance training program.Tune in to this episode to hear John break down some common warning signs of ineffective boards and how higher ed administrations can ensure buy-in from their trustees.Join us as we discuss:[4:46] Three critical board governance mistakes[14:24] What distinguishes higher ed boards from other industries[23:39] Practical tips for effective board governanceCheck out these resources we mentioned during the podcast:ABHE Board Governance TrainingExperiencing God Bible Study Book by Henry BlackabyM.J. Murdock Charitable TrustTo hear this interview and many more like it, subscribe on Apple Podcasts, Spotify, or our website, or search for Biblical Higher Ed Talk in your favorite podcast player.Hosted by Ausha. See ausha.co/privacy-policy for more information.

In episode 106 of Mission: Impact, Carol Hamilton talks with Julia Patrick, a seasoned nonprofit leader and philanthropist. On the episode, Patrick shares her perspectives on the evolving challenges and opportunities in nonprofit board governance, emphasizing the importance of strategic board management, the integration of younger leaders, and the need for continuous training to foster board engagement and effectiveness.  The discussion also covers innovative solutions such as board liaisons and board portals to streamline operations and enhance transparency. Patrick advocates for intergenerational collaboration and the adoption of the 10-10-10 rule for decision-making, which helps leaders prioritize actions based on their impact over time.   Episode highlights: Challenges in Board Governance [00:05:45 The complexities of board service, the importance of mission achievement, and the uniquely American philanthropic spirit. Generational Shifts and Board Member Engagement [00:07:54]  The demographic shifts affecting board membership, including the "silver tsunami" and the rise of next-gen leaders. She describes how younger leaders, particularly Millennials and Gen Z, approach board service differently, emphasizing data-driven decision-making and digital proficiency. The Role of Board Liaisons and Technology in Governance [00:12:27]  The role of professional board liaisons and the use of board portals to manage documents and ensure transparency. She highlights the importance of these tools for efficient board operations, particularly for younger members.   Effective Board Management Practices [00:16:29]  The need for effective meeting management, and connecting board members to the organization's mission through ongoing training. Training and Development for Board Members [00:19:32]  The importance of training board members not only on governance but also on the specific mission and operations of the organization. She suggests shadowing staff members as a way for board members to gain deeper insights. Intergenerational Collaboration and Board Dynamics [00:24:20]  The conversation touches on the benefits of involving C-suite members in board meetings and the importance of intergenerational collaboration for the long-term health of nonprofit organizations. Recruiting and Retaining Younger Board Members [00:29:46 ]  Strategies for recruiting and retaining younger board members, including the buddy system, soft skills training, and institutional knowledge transfer. The 10-10-10 Rule for Decision-Making [00:34:10]  Patrick shares her "10-10-10" rule, a decision-making framework that considers the impact of actions over 10 weeks, 10 months, and 10 years, helping leaders prioritize and stay strategic. Guest Bio: Julia C. Patrick is the CEO of the American Nonprofit Academy and trains nonprofit leaders across the globe. At the onset of the global pandemic in 2020, Patrick launched The Nonprofit Show, the nation's only daily live broadcast. She and her team have produced more than 1,000 episodes and have been broadcasting now for 5 years!
 Important Links and Resources: Julia C. Patrick American Nonprofit Academy Building Board Champions: https://www.amazon.com/Building-Board-Champions-Activating-Impactful/dp/B0D58122XR   Related Episodes: Episode 61: Impactful boards Episode 81: Being a co-leader with your board Episode 99: Elevating nonprofit governance and leadership Episode 102: The Nonprofit board's duty of foresight   Be in Touch: ✉️ Subscribe to Carol's newsletter at Grace Social Sector Consulting

Dara Khosrowshahi runs one of the most complicated businesses in the world, Uber. Since taking over in 2017 Dara has led the company to profitability against all odds. In this episode, we touch on a number of things including Uber's position on the future of Autonomous Vehicles (AVs), the challenges that were overcome in making Uber profitable, and some of the operating principles that have stuck with Dara since his days at Expedia. (00:00) Intro(01:49) Uber's Economic Resilience and Consumer Trends(04:40) The Future of Autonomous Vehicles(14:27) Strategic Decisions and the Advanced Technologies Group(31:01) Uber's Expansion and Competitive Landscape(38:01) Living in the Suburbs: Practical Insights(39:23) Cultural Reset at Uber: A Necessity(42:39) Operational Efficiency: Lessons from Uber(46:56) Global Adaptations: Uber's Local Innovations(48:58) Leadership and Mentorship: Personal Reflections(51:32) Career Path: From Finance to CEO(01:00:14) The Importance of Constructive Conflict(01:04:47) Long-term Strategy and Board Governance(01:07:07) The Impact of Uber: A Global Perspective(01:08:54) Conclusion and Farewell Executive Producer: Rashad AssirProducer: Leah ClapperMixing and editing: Justin Hrabovsky Check out Unsupervised Learning, Redpoint's AI Podcast: https://www.youtube.com/@UCUl-s_Vp-Kkk_XVyDylNwLA

Former CEO of PepsiCo and New York Times bestselling author Indra Nooyi joins host Michael Marks for a wide-ranging conversation to share her insights on the growth of big tech companies, the impact of AI, CEO-board relationships, and much more. Indra currently serves on the boards of Amazon, Phillips, Memorial Sloan Kettering Cancer Center, the National Gallery of Art, and is a Dean's Advisory Council Member at MIT School of Engineering. Her New York Times bestselling memoir My Life In Full offers insight and a call-to-action from one of the world's most-admired business leaders on how our society can blend work and family — and advance women — in the 21st century. She is widely considered to be one of the world's top CEOs for her leadership at global giant PepsiCo over 12 years. Chapters 00:00 Introduction and State of the Markets 02:47 The Disruption of Technology Companies and the Role of AI 12:55 The Importance of Board Governance and CEO Succession Planning 20:32 Supporting Working Families and Advancing Women in Business 30:26 Navigating Geopolitical Challenges in a Global Economy 36:17 India's Potential and the Need for Disciplined Democracy Links https://www.amazon.com/My-Life-Full-Family-Future/dp/0593421329 https://www.linkedin.com/in/indranooyi/

In this episode of "The Brand Called You," Don Springer, Chairman of The Colton Group Inc. and an esteemed independent board director and advisor shares his extensive experience in corporate governance, growth strategies, and business model innovation. They discuss common pitfalls in board governance, the importance of diversity, effective growth strategies during economic downturns, and the transformative role of technology, particularly AI, in modern business practices. Tune in to gain valuable insights from a seasoned leader in corporate America. 00:31- About Don Springer Don is the chairman of The Colton Group Incorporated. He is an independent board director and advisor focused on board governance, growth strategies, and business model innovation.  He's the director of Elm Analytics LLC, which is the leading provider of supply chain optimization through data and intelligence. --- Support this podcast: https://podcasters.spotify.com/pod/show/tbcy/support

In this episode of The Church Planting Podcast, Greg Nettle, president of Stadia Church Planting, chats with Steve Porter, chair of the Stadia board. They delve into the essential qualities and functions of a good church board member, highlighting the challenges church leaders face in financial management due to their lack of training in this area. Steve shares his extensive experience on various boards, emphasizing the importance of financial literacy and transparency for nonprofit leaders. They also discuss the role of policy governance in maintaining an effective board by setting clear boundaries and responsibilities. [00:00:18] - Introduction of Steve Porter, background on his board experience. [00:01:03] - Steve joins the podcast, discusses his journey with Greg and involvement in church boards. [00:02:15] - Importance of financial education for pastors. [00:05:29] - Discussion on ensuring transparency and understanding financial controls. [00:06:44] - Shift to policy governance, its benefits and pitfalls. [00:12:00] - Characteristics of an effective board member: encouragement, wise counsel, accountability. [00:14:49] - Ideal composition of a church board and strategic member selection. [00:19:04] - The personal connection between board members and their support for the leader. [00:22:11] - The role of a board in supporting personal and spiritual goals of the leader. [00:24:52] - Wrapping up, the joys and challenges of serving on a nonprofit board. [00:26:37] - Conclusion and thanks to Steve Porter. Connect with Greg and Stadia at https://stadia.org

How to Best Utilize a Board of Directors for your ESOP Company Today's show featured a return of CFO, Andy Yetzer of YTS Companies and one of his Independent Board Members, Ken Saddler, who's also a Fractional CFO and former guest as well. We covered a topic on how best to use your Board in an ESOP. YTS Enterprises is the owner of three companies and is an ESOP. Andy said that deciding to add Independent Members (meaning advisors outside of the business with no relationship to it) has been a big game changer for YTS, and has credited the expertise of Ken and the other member Nick for being the kind of fit they were looking for in Board Members.  Ken said that it boils down to three criteria when choosing someone for your Board: Values, Background, Trust.   He also says that establishing good Board Governance is essential for a successful Board and therefore a successful ESOP.  Andy said that the trust level he has with Ken and Nick are the foundation for why it works for them so well. Their backgrounds, expertise and networks have also been integral to the company's growth and success. Andy knows that when Ken or Nick make a connection to someone in their network, they're going to have a highly qualified, like minded person to work with. If you have or are considering an ESOP form of business transition, you'll want to listen to this episode hereConnect with Ken Saddler here Connect with Andy Yetzer here Support the Show.Join the Twin Cities Chapter of EPI at the 2024 Owners Forum! Learn More and Register here

Todd Linden, experienced hospital CEO with Linden Consulting joins the Teledigm Pulse to talk about hospital boards and the importance of board governance strategies for rural hospitals. 

Obligations in the board governance and strategic planning of biblical higher ed institutions often get a bit murky. If a school ultimately fails to support leadership in reaching its goals, who's responsible?Scott Rodin, Chief Strategy Officer and Senior Consultant with The FOCUS Group, believes the school's board chair must instill a culture that embraces God's vision for its campus. Only then can leadership truly come together to carry out their college or university's mission.Scott shares key observations about the critical role board governance plays in today's Christian higher ed institutions and common mistakes to avoid.Join us as we discuss:[3:10] Three observations on the current state of biblical higher ed[12:12] Why a boardroom's culture can make or break a school[21:50] The need for agile strategic planning in a post-Covid worldCheck out these resources we mentioned during the podcast:The Greater Mission by Scott RodinTo hear this interview and many more like it, subscribe on Apple Podcasts, Spotify, or our website, or search for Biblical Higher Ed Talk in your favorite podcast player.Hosted by Ausha. See ausha.co/privacy-policy for more information.

This month we are joined by Zach Christensen, Director of Communications and Digital Marketing at Mitchell Stankovic & Associates. MS&A is a strategic consulting firm which has served only credit unions for 30 years, focused primarily on Board Governance and CEO support. His passion for Credit Union's comes from the passion of those he works with but has stuck with Zach because of the opportunity he has to help CU's change lives. Beyond that, Zach serves in multiple volunteer roles including the Global Women's Leadership Network, World Young Professionals, and he founded CU Pride. Today he shares his thoughts about where DEI currently stands in the CU industry and how he believes DEI is naturally aligned with what credit unions are all about. He goes on to provide his opinions about the overwhelming challenges credit unions will face looking forward. Zach's insights are fresh and forward-thinking. Listen in to hear a new perspective on our industry! Interviewers: Nate Burns & Shonna Shearson Producers: Ryan Kane & Steve Schmidle Supporting Cast: Robert York, Original Ryan Olsen, Jeff Morris, and James Wileman

The Triumph Together Challenge⁠⁠ is in full force 

Jennifer Jukanovich, a seasoned nonprofit leader with nearly three decades of experience discusses her forthcoming book, The Culturally Conscious Board: Setting the Boardroom Table for Impact, which explores the importance of board culture in achieving organizational success. The conversation addresses a number of important aspects of board governance, including board culture and the critical role of trust and humility. We love our listeners! Drop us a line or give us guest suggestions here. Big Ideas/Thoughts/Quotes 1. The Culturally Conscious Board ·      Two important concepts which are emphasized: o   The significance of board culture and its impact on decision-making and governance, and the role of trust, humility, and hospitality in building an effective board culture. o   Jennifer's closing thoughts on the importance of strong board culture in the nonprofit sector. ·      Encouragement for boards to engage in deeper conversations and continuous improvement. ·      Introduction to the "board culture placemat" and its use in facilitating board discussion and b building a strong board culture. ·      Examples of successful practices for building and maintaining a healthy board culture. "Boards are assets to our society, and our hope is that our book, The Culturally Conscious Board, will contribute to that conversation."  Jennifer Jukanovich   Book Reviews “Sitting on a board is easy. But being a great board member is another matter entirely, especially if your organization needs change. Jukanovich and West show you how to do it with confidence and grace.” Arthur C. Brooks, Professor, Harvard Kennedy School and Harvard Business School, and #1 New York Times bestselling author   “‘Culture eats strategy for breakfast,' Drucker said, and most boards don't explore how their culture either detracts from or advances their mission. This work invites boards to move from habits and traditions that restrict their impact toward deeper examinations to make wise changes and meet the challenges of our day.”   Robert C. Andringa, Managing Partner, The Andringa Group, and coauthor of Nonprofit Board Answer Book   2. Challenges and Opportunities in Board Governance o   The importance of diverse representation and an inclusive board culture. o   Practical advice on improving board culture, including transparency, accountability, and feedback mechanisms. o   Addressing issues such as long-term leadership and the balance between large boards and effective decision-making. "Humility catalyzes greater trust, whether that is your family or that's a board."   "Good governance creates health. Good boundaries create healthy culture."  4. The Critical Partnership between the CEO and the board chair o   How the board chair can help ensure all voices are heard and foster a culture of openness and respect.

260: The Blueprint for Building Exceptional Nonprofit Teams (Will Sparks)SUMMARYHow can you harness the power of organizational culture to drive optimal performance in your nonprofit? In episode 260 of Your Path to Nonprofit Leadership, Dr. Will Sparks, an expert in leadership and organizational culture, delves deep into the dynamics of culture, leadership, and team performance. Drawing from his extensive research and experience, Will unpacks the nuances of leadership influence and the role of executive tenure in shaping organizational culture. He explores the challenges and opportunities for new leaders in transforming established cultures, emphasizing the importance of self-awareness, resilience, and candid communication. From navigating board dynamics to founding the Center for Human and Organizational Potential (CHOP), Will offers actionable strategies and valuable insights for nonprofit leaders seeking to cultivate a culture of excellence. ABOUT WILLWill Sparks is the Dennis Thompson Chair & Professor of Leadership at the McColl School of Business at Queens University of Charlotte, where he also serves as the Director of the Office of Leadership Initiatives. In 2008, he founded the McColl School's M.S. in Organization Development (MSOD) Program and served as Director until 2013. Will serves as the Managing Director for William L. Sparks & Associates, LLC, and as a Partner with Peter Browning Partners, LLC, a consulting firm providing board governance and executive coaching. His TedX Talk “The Power of Self Awareness” released in 2018. He is the author of “Actualized Leadership: Meeting Your Shadow & Maximizing Your Potential” and co-authored (with Peter Browning) “The Director's Manual: A Framework for Board Governance” (2016, Wiley). He completed his Ph.D. in Organizational Behavior and Development under the direction of Dr. Jerry B. Harvey from The George Washington University's School of Business and Public Management, where his research focused on group dynamics, organizational culture, and leadership.EPISODE TOPICS & RESOURCESActualized Teamwork: Unlocking the Culture Code for Optimal Performance by William L. SparksHear more from Will on Your Path to Nonprofit Leadership in episode 14.Have you read Patton's book Your Path to Nonprofit Leadership: Seven Keys to Advancing Your Career in the Philanthropic Sector Check out our new website, PMAnonprofit.com!

Where is your bullseye - the center of your heart, passion, and calling?In this episode, Jeff and Jake discuss: Lessons from a childhood around the firepit.  Business and opportunities in every stage of life.  Serving a God of abundance.Letting God's lamp light your next step.The importance of setting and holding boundaries with yourself.   Key Takeaways: Working with kids and teens is not a 1-week thing. It is 52 weeks out of the year. Giving does not have to be prescriptive. What breaks your heart? Use that. Fundraising isn't about the money, it's about the heart of the giving partner. It is spiritual before it is mechanical.Be disciplined without haste. Rhythms of rest are necessary. There is always going to be more work to be done, but never once does the Bible say “Jesus ran.”  "I don't know about you and your 20s, but for me, I wanted a beacon for the next 200 steps. I didn't want a lamp to my feet and a light to my path, right? But the beauty of that is He gives us that lamp and it's just enough light for the next step and the next step and the next step." —  Jake Bland Episode References: C12: https://www.joinc12.com/Halftime Institute: https://halftimeinstitute.org/Pursuing God's Will Together: A Discernment Practice for Leadership Groups by Ruth Haley BartonThe Council: A Biblical Perspective on Board Governance by Gary G. Hoag, Wesley K. Willmer, & Gregory J. Henson About Jake Bland: Jake is the 10th President and CEO of Youth For Christ USA, a pillar of missional youth ministry since 1944, when the Rev. Billy Graham served as YFC's first full-time staff member. Today, Youth For Christ reaches young people everywhere, including in over 100 nations and through 140 local chapters across America, with a special focus on engaging 11-19 year olds who do not know Christ. YFC intentionally pursues young people who often feel overlooked, building relationships, and uncovering God's story of hope at pivotal moments in their lives.Jake's journey with YFC began as a high school student, then as a volunteer and intern. Prior to joining the YFC staff, he taught in the Interactive Media Department at Bradley University and co-founded two media production companies. He holds a master's degree in Youth Ministry Leadership from Huntington University.Jake and his wife, Ali, live in the Denver area. As a volunteer, Jake serves as an elder in their church, and as the board chairman for Presence Point—a non-profit organization that helps leaders live into their calling. Jake and Ali have two children: Silas David (8) and Ivy Rehn (6). Their family loves traveling, music, hiking, spending time with friends, and enjoying God's creation in Colorado. Connect with Jake Bland:Website: https://yfc.net/LinkedIn: https://www.linkedin.com/in/jacob-bland-96553834/ Connect with Jeff Thomas: Website: https://www.arkosglobal.com/Podcast: https://www.generousbusinessowner.com/Book: https://www.arkosglobal.com/trading-upEmail: jeff.thomas@arkosglobal.comTwitter: https://twitter.com/ArkosGlobalAdv Facebook: https://www.facebook.com/arkosglobal/LinkedIn: https://www.linkedin.com/company/arkosglobaladvisorsInstagram: https://www.instagram.com/arkosglobaladvisors/YouTube: https://www.youtube.com/channel/UCLUYpPwkHH7JrP6PrbHeBxw

In this wide-ranging discussion Igneo's Head of Responsible Investment for Europe, Sophie Durham, speaks with Karina Litvack, Non-Executive Director on the energy transition, the role of exclusion, setting climate change targets, greenwashing and green hushing and demonstrating progress on the energy transition.**********************Important informationThis material is for general information purposes only. It does not constitute investment or financial advice and does not take into account any specific investment objectives, financial situation or needs. This is not an offer to provide asset management services, is not a recommendation or an offer or solicitation to buy, hold or sell any security or to execute any agreement for portfolio management or investment advisory services and this material has not been prepared in connection with any such offer. Before making any investment decision you should consider, with the assistance of a financial advisor, your individual investment needs, objectives and financial situation.We have taken reasonable care to ensure that this material is accurate, current, and complete and fit for its intended purpose and audience as at the date of publication. No assurance is given or liability accepted regarding the accuracy, validity or completeness of this material and we do not undertake to update it in future if circumstances change.To the extent this material contains any expression of opinion or forward-looking statements, such opinions and statements are based on assumptions, matters and sources believed to be true and reliable at the time of publication only. This material reflects the views of the individual writers only. Those views may change, may not prove to be valid and may not reflect the views of everyone at Igneo Infrastructure Partners or First Sentier Investors.About First Sentier InvestorsReferences to ‘we', ‘us' or ‘our' are references to Igneo Infrastructure Partners or First Sentier Investors (as applicable). First Sentier Investors is a global asset management business which is ultimately owned by Mitsubishi UFJ Financial Group. Igneo Infrastructure Partners is an unlisted infrastructure asset management business and is part of the First Sentier Investors Group.We communicate and conduct business through different legal entities in different locations. This material is communicated in:[1]Australia and New Zealand by First Sentier Investors (Australia) RE Ltd, authorised and regulated in Australia by the Australian Securities and Investments Commission (AFSL 240550; ABN 13 006 464 428) European Economic Area by First Sentier Investors (Ireland) Limited, authorised and regulated in Ireland by the Central Bank of Ireland (CBI reg no. C182306; reg office 70 Sir John Rogerson's Quay, Dublin 2, Ireland; reg company no. 629188)Hong Kong by First Sentier Investors (Hong Kong) Limited and has not been reviewed by the Securities & Futures Commission in Hong Kong. First Sentier Investors and Igneo Infrastructure Partners are business names of First Sentier Investors (Hong Kong) Limited. Singapore by First Sentier Investors (Singapore) (reg company no. 196900420D) and this advertisement or material has not been reviewed by the Monetary Authority of Singapore. First Sentier Investors (registration number 53236800B) and Igneo Infrastructure Partners (registration number 53447928J) are business divisions of First Sentier Investors (Singapore).Japan by First Sentier Investors (Japan) Limited, authorised and regulated by the Financial Service Agency (Director of Kanto Local Finance Bureau (Registered Financial Institutions) No.2611)United Kingdom by First Sentier Investors International IM Limited, authorised and regulated by the Financial Conduct Authority (reg. no. SC079063, reg office 23 St Andrew Square, Edinburgh, Scotland, EH2 1BB)United States by First Sentier Investors (US) LLC, authorised and regulated by the Securities Exchange Commission (RIA 801-93167)other jurisdictions, where this document may lawfully be issued, by First Sentier Investors International IM Limited, authorised and regulated in the UK by the Financial Conduct Authority (FCA ref no. 122512; Registered office: 23 St. Andrew Square, Edinburgh, EH2 1BB; Company no. SC079063).To the extent permitted by law, MUFG and its subsidiaries are not liable for any loss or damage as a result of reliance on any statement or information contained in this document. Neither MUFG nor any of its subsidiaries guarantee the performance of any investment products referred to in this document or the repayment of capital. Any investments referred to are not deposits or other liabilities of MUFG or its subsidiaries, and are subject to investment risk, including loss of income and capital invested.©    Igneo Infrastructure Partners

In this episode of Beyond the Donation, managing partner Ken Cerini of accounting firm Cerini and Associates discusses strategies for better fiscal management and the roles of board members in a strong nonprofit.Ken stresses the importance of implementing effective financial controls, maintaining open communication between board members and management, and conducting regular board meetings. He also emphasizes the significance of accurate budgeting based on monthly variations rather than a divided annual budget. Ken provides insights on potential minor tax exemptions and the risk of nonprofits losing their tax exemption status if not careful. He further explains the nuances and implications of the 501 (c)(3) tax exemption. Additionally, he shares advice to smaller organizations on attracting board members and adapting to changing technology trends for more effective accounting and record keeping.00:00 Introduction00:52 Ken Cerini Introduction01:38 The Importance of Creativity and Imagination in Accounting03:28 Breaking Down Nonprofit Taxes07:04 How to Keep your 501(c)(3) status09:50 The Role of Reporting in Nonprofits12:40 Understanding the Relationship Between Board Members and Budgeting“That budget is a super important tool, probably one of the most important control tools with respect to the fiscal operations of the organization.”15:55 The Importance of Using a Monthly Budget vs. an Annual Budget16:43 Building a Collaborative Relationship Between the Board and Management20:30 How to Attract Board Members22:31 The Impact of Technology on Nonprofit Accounting26:21 Conclusion and Contact InformationFree Resources:Board Guide https://online.flipbuilder.com/rmyw/wgtt/Trend Guide https://online.flipbuilder.com/rmyw/aoiw/index.html#p=1Fundraising Guide https://online.flipbuilder.com/rmyw/txie/To Connect with Ken Cerini:Website | KCerini@CeriniCPA.com | 631-582-1600 ex 203To Connect with Beyond the Donation Podcast:BTDPodcast | DonorDockLinkedIn | MattLinkedIn

This episode has something for everyone!  We talk Golf/Succession Comps (1:05) PLAYERS takeaways (10:15) Callaway spinoff (18:07) LA Muni Golf Drama (19:42) then take a deeper dive on Board Governance including the new TOUR structure (24:00) Enjoy, subscribe, send to a friend!#CRS #GolfBusiness #Golf #Business #podcast

Technology is advancing at a breakneck speed, presenting both new opportunities and challenges for organizations. Ismat Duckson Aziz, CHRO and Chief Administrative Officer at the Kemper Corporation, joins the Talent Angle to discuss how CHROs can shape the technology strategy of their organization. She explains how CHROs can overcome the anxiety that comes with diving into the rapidly changing environment of technology, and assert themselves as drivers of enterprise innovation. Ismat Duckson Aziz is the Chief Human Resources Officer (CHRO) and Chief Administrative Officer of Kemper. Aziz has over 25 years of HR experience, most recently serving at US Bank as Chief Advocacy Officer. Previous roles include CHRO for Sprint, CHRO for Sam's Club, and senior HR roles at Sears Canada, Inc. and MDS Pharmaceuticals. Ismat earned a Masters of Business Administration from the Richard Ivey School of Business – University of Western Ontario and completed her undergraduate work at the University of Toronto. Ismat holds certifications in Board Governance and HR internationally. Jessica Knight is a vice president of research in the Gartner HR practice. She leads research teams to identify best practices and new opportunities to address HR executives' most urgent challenges. Her areas of focus include employee experience, organizational culture, change management and the future of work.

Own or lead a family business? If so, you need to listen to this podcast. Tom Bakewell is an expert on board governance. He is a CPA, lawyer, and best-selling author of the book Claiming Your Place at the Boardroom Table.

 Hear from Former Executive Director of the Jacksonville Rescue Mission, Penny Kievet, as she shares insights on board governance and staffing responsibilities in this episode of the FitFundraising Podcast.   

It is quite the leap to go from in-house counsel to the board of directors. The transferable skills are definitely there, but there are governance essentials you have to practically learn on the job. We talk about this fascinating topic with today's guest. Lisa Hatton Harrington has been Corporate Secretary and Chief Legal Officer to global, publicly traded companies, privately held companies and is on the board of directors of public companies, private companies and several non-profits. In this episode, she shares governance essentials for The Legal Department and also offers tips for landing your first board seat. Tune in!

It's YOUR time to #EdUp! In this episode, recorded LIVE & in person from the ⁠⁠⁠⁠⁠Middle States Commission on Higher Education (MSCHE)⁠⁠⁠⁠⁠ 2023 Annual Conference, in Philadelphia, PA... YOUR guests are Dr. Heather Perfetti, President at MSCHE, and Dr. Davie Gilmour, MSCHE Commission Chair. Drs. Perfetti and Gilmour joined EdUp to talk about the success of the MSCHE conference. They talked about the importance of attendance for MSCHE member schools, why institutional relationships with accreditors help to shape the future of higher education, and why finances should be at the top of the list for any college President. Leadership and Board Governance are a major focus for all! YOUR Guest Co-Host is Deborah Solmor, host of EdUp Legal. YOUR Host is ⁠⁠⁠⁠⁠Dr. Joe Sallustio⁠⁠⁠⁠⁠. Listen in to #EdUp! Visit MSCHE ⁠⁠⁠⁠⁠here⁠⁠⁠⁠⁠. And visit our sponsor LeadSquared ⁠⁠⁠⁠⁠here⁠⁠⁠⁠⁠. Thank YOU so much for tuning in. Join us on the next episode for YOUR time to EdUp! Connect with YOUR EdUp Team - ⁠⁠⁠⁠⁠⁠⁠Elvin Freytes⁠⁠⁠⁠⁠⁠⁠ & ⁠⁠⁠⁠⁠⁠⁠Dr. Joe Sallustio⁠⁠⁠⁠⁠⁠⁠ ● Join YOUR EdUp community at ⁠⁠⁠⁠⁠⁠⁠The EdUp Experience⁠⁠⁠⁠⁠⁠⁠! We make education YOUR business! --- Send in a voice message: https://podcasters.spotify.com/pod/show/edup/message

There was a time when college and university presidents used to boast lengthy terms of service. But today, most leave the position after five to seven years. Higher ed leaders are burning out.  A major contributor to this systemic problem is often a lapse in effective board governance. After faithfully serving in several leadership roles, including as president of three major Christian universities, Dave Gyertson coaches many presidents who question their calling to lead Christian institutions. Dave talks about why boards need to be good stewards of their presidents and monitor their health as well as their performance. Join us as we discuss: - The need for boards to set parameters and guide their presidents (10:45) - The scope of new challenges college presidents face today (14:57) - Why boards need to monitor the president's health (19:07) Check out these resources we mentioned during the podcast: - ABHE Board Governance Training  To hear this interview and many more like it, subscribe on Apple Podcasts, Spotify, or our website or search for Biblical Higher Ed Talk in your favorite podcast player. Hosted by Ausha. See ausha.co/privacy-policy for more information.

In this episode you will learn:00:00 - Introduction: The Essence of Startup Board Roles00:34 - Board Governance vs. Decision-Making: An In-depth Exploration00:37 - Understanding the Board of Directors and Their Vital Duties10:25 - The Optimal Timing for Establishing a Business Board16:50 - Defining 'Board Chairperson,' 'Board Observer,' and 'Non-Executive Board Member'22:50 - Founder or Investor as Chair: A Crucial Decision and Its Rationale23:55 - Finding the Right Board Size for Early-Stage Startups and Its Significance27:00 - Strategies for Assembling Your Startup's Dream Board31:40 - Red Flags to Watch Out for When Building Your Board33:30 - Ideal Dynamics Among Board Members: A Guide for Startups36:10 - Effective vs. Ineffective Communication Practices Between Founders and Investors39:55 - Smooth Sailing Through Board Meetings: Best Practices 47:40 - The Mystery of Board Packs and Their PurposeAboutJoe is a coach to CEOs. He works with CEOs at start-ups, high growth to IPO to public companies to the big exit; helping define what it means to be a leader, how to create impact, how to grow alongside the business and how to change the world all while enjoying every part of that journey. Joe is a recovering neuroscientist, then a spell as an elementary school teacher as well as 15 years in tech, $20b in revenue, experience with 30+ startups & FTSE / Fortune 100 giants.