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Boards have three fiduciary responsibilities: Duty of obedience, duty of loyalty, and duty of care. Most boards are not aware of the time spent on administrative matters.

One way we prefer to stimulate bold thinking is what we call the TIME Magazine exercise. You can fit this into your next board meeting to engage your directors.

People will work hard to deliver what’s expected of them. And when board members and CEOs are given the green light to dream big dreams, they’ll do it.

Dan Jacobson has joined the Impact faculty as its resident boards expert, bringing a wealth of experience serving on and leading nonprofit boards.

A practical way to activate your board is to ask them to serve on a short-term committee where they’re responsible for activating their own networks.

While overseeing organizational details is important and cannot be overlooked, most successful organizations spend the majority of their time on the I-M-P-A-C.

Impact Boards set time to learn communication skills such as learning how to give and receive compliments, processing bad news, and resolving disagreements.

By J. Patrick Traynor The following is excerpted from “Reimagining Board Service: A Practical Blueprint for Building a High Impact

Some boards appoint a planning committee composed of three to six board members and staff, which is tasked with ensuring the organization has a defined approach to planning, goal-setting, and reporting of progress.

The following is excerpted from “Reimagining Board Service: A Practical Blueprint for Building an Impact Board.” You can purchase a