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Setting Personal Professional Development Goals

Posted By Ewald Consulting, Tuesday, June 30, 2020

Many of us have participated in some form of professional development. Whether it be an orientation video for work, a certification course or an implicit bias training, professional development is key to having a successful career. Indeed defines personal development goals as “objectives you set to improve your character, skills and capabilities.”

So how do we go about creating these goals for ourselves?

The Education Service Center of Lake Erie West laid out a framework to properly set what they call IPDP (Individual Professional Development Plan) goals. While the document was created for educators, this method for setting professional development goals can be applied to all professions. According to this framework, you should state an action, an area of focus, and your rationale for that action.

Start with an area of focus. What do you want to accomplish? Let’s say you would like to get better at video editing. Your area of focus might be proficiency at a specific editing software. Be specific about your goal to know exactly what you are working toward.

What is the action you will take to achieve that goal? For video editing, this might be “I will learn Adobe Premiere” or “I will take an online course in video editing.” Dictating an action helps you commit to it.

Finally, add your “because” statement. Why do you want to achieve this goal? For video editing this may be, “because I would like to be promoted to a senior marketing position.” Think through your purpose for putting effort into this new skill.

Overall, the statement should look something like, “I will take a course in video editing through LinkedIn Learning in order to become a senior content creator.” The specificity of this goal statement is helpful because it gives you the what, how and why.

With this framework, setting specific professional development goals will become clearer and easier to achieve.

Tags:  career  goals  Professional Development 

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Social Media Tips for Nonprofits

Posted By Ewald Consulting, Tuesday, June 16, 2020
Smartphone social media
Photo by Omkar Patyane from Pexels
Your organization was likely founded with the goal of creating a community for your members. Fostering a virtual space where your members can come together and communicate with you and each other is crucial to community building. Social media is also a cost-effective way to get the word out about your organization.


Buffer explains that the top social media platforms used by nonprofits are Facebook with 98% of nonprofits using the site, Twitter (70%), LinkedIn (55%) and YouTube (45%). If your organization is not already on these platforms, take some time and set up profiles on each. Some associations are also using Instagram or even TikTok to communicate with younger audiences. You do not necessarily have to start posting today, but start your presence. Here are a few ways you can grow your presence online.

  1. Encourage engagement
    According to a blog post on Sendible, each post should include a call to action—every post you create should invite the audience to do something. For example, if you are promoting a conference, rather than merely announcing “Our conference will be this July in Chicago,” include a link for the audience to click that directs back to your website’s conference page. Whether it is a link to click, a video to watch, or asking the audience to leave a comment, opening the door for interaction is a major component of a successful social media presence.

  2. Use the right hashtags
    Sendible also explains that hashtags act as a great, free way to market your organization. Do some research and discover what hashtags are used in your industry. If you find ways to incorporate these hashtags into your posts, your content will come up in native searches that use that hashtag. It is a great way to get exposed to those interested in the industry.

  3. Be responsive
    Buffer explains that you should respond to every person who reaches out to you on social media. This ideally should be done in 24 hours or less. You want to make sure you are seen as friendly and open to those who reach out. This helps you build community by fostering communication with members and others interested in your organization.

  4. Observe
    Mission Box emphasizes the importance of social listening. Social media is a wonderful tool to get your message out to the public and communicate with your members, but social listening helps you understand what is going on with your competitors and your industry and examine how your organization is being received. To do this, take some time to research competitors and comb through their social media. How often do they post, and what are their messages? How many likes are they getting on their posts? You should also search your organization’s name to look at mentions on these platforms. Social listening not only helps you better understand the nuances of social media, it also gives you insight into how your organization is being received.

  5. Schedule your content
    Plan your posts ahead of time and use tools (such as Hootsuite, Zoho or Sprout Social) that post the content for you at designated times. This is a great way to ensure that social media is updated without having to dedicate time to posting every single day. According to Sendible, this is something that many nonprofit marketers struggle with, so having that assistance will make consistent posting easier. Beyond the schedule, be sure to monitor your social media accounts regularly. Sharing and liking posts from your members, allied organizations and other industry thought leaders can magnify your reach. It’s also important to be aware of major news stories, and to be sensitive to situations when your tweet or post could be perceived as out of place with current events.

By using and consistently updating social media, you are building a community around your organization.

Tags:  marketing  social media  tips 

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Outreach Marketing Strategies: Human Connections

Posted By Ewald Consulting, Tuesday, June 9, 2020

We all know that marketing is important, but you can take it a step further with outreach marketing. According to GroupHigh’s blog, outreach marketing focuses on human-to-human connection to grow your organization. Partnering outreach strategy with traditional SEO and keyword research sets up your organization for success.

Here are a few strategies to achieve this more human form of marketing
    Whiteboard with markers
  1. Be transparent about your cause
    Building trust is a major benefit of the outreach strategy. Foster human connection by being clear about what you offer and how you are received. Nonprofit Hub explains that this is important because, as you are building relationships, you want to make your business intentions clear so that individuals or partner organizations do not end up feeling manipulated.

  2. Third-party recommendations
    The first point from the GroupHigh post is the importance of third-party recommendations. When you are shopping for a new car, you often do not just take the salesperson’s word on how great the car is; you read reviews from third-party sources who have nothing at stake. This same concept applies to outreach marketing. See if you can find a way to get your organization mentioned in a customer’s blog post or ask for a testimony to put on your website. Self-promotion is important, but make sure it is not just you talking about how great your organization is.

  3. Support organizations with similar values
    Reach out and connect with organizations with similar values and goals as your organization. Nonprofit Hub explains that you should carefully choose who you work with because you want to make sure they are working toward the same things as you. The article gives the example of caring for the environment. If your organization strives for conservation, make sure you are not working with organizations that have a bad track record on environmental issues. This shows potential and existing customers that you are firm in what your organization values and will not compromise on what you believe in.

  4. Keep in touch with your most active members
    GroupHigh explains that active customers/members can be among your best assets. Foster close relationships with these members and ask them for their input. Members will appreciate you asking for their ideas and you can gain some excellent insight into what you can provide to make your organization better. This is a great way to build trust and great relationships with your members which will help develop a positive reputation. A few examples: The Academy of Human Resource Development held a Facebook live event to gather feedback from its community. The Minnesota Pharmacists Association has offered Zoom listening sessions and Town Hall meetings to gather specific concerns. While surveys are useful in identifying issues and trends, live events can make it easier to ask follow-up questions and dig deeper.

  5. Tell your brand’s story
    CMS Wire explains that telling your brand’s story is a strategy that is more human than just SEO and topic research. Identify your organization’s values and mission if you have not done so already, then use that as a driving point in blog posts, social media, and other marketing.

Mix these strategies in with your traditional strategies to foster a closer connection with your members and grow your organization.

Tags:  marketing  Marketing Strategy 

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7 Actions Boards Can Take in Times of Crisis

Posted By Administration, Thursday, June 4, 2020

7 Actions Boards Can Take in Times of Crisis

Crisis is something no one expects, but it is something that every organization should be prepared for. In this post, Eric Ewald, Vice President, CAE lays out 7 actions that every board should consider taking in times of crisis.


1. Make sure board members are well informed

Board members should always be well informed and knowledgeable of organizational programs, projects, and services, but it is critical that they are in times of crisis. Also, assure members have a good working knowledge of the bylaws, policies and procedures and budget. It is important that meeting time is spent wisely by reacting to change and planning. Confusion over the way the organization operates and catching board members up on things they should know is not a productive use of time.


2. Be agile

Many boards have been doing things the same way for years. This is not the time to lean back on established routines. Assess what your members need during the crisis and adjust service offerings to best meet their needs. Your board must have the ability to which can foster feelings of uncertainty and discomfort. This requires good communication and patience.


3. Assess risk

Where are you vulnerable? Take time to review your annual budget for areas of potential exposure and make appropriate adjustments to the budget and operational plans. For many organizations, conferences and other in-person events bring in a significant amount of their revenue.  How will your budget be impacted and what can you do about it?  Take time to review your current strategic and operational plans and make any needed adjustments. Reviewing all of your plans: budget, strategic and operational in the light of new circumstances and assumptions is critical.


4. Evaluate meeting times and practices

Your regular cadence for board and other governance meetings should be revisited. When not in times of crisis, frequent meetings may not be necessary as things tend to operate predictably, but given the dynamics during crisis you will likely find you need more frequent meetings and check-ins.


5. Communicate well

Is everyone in the loop? Pay close attention to any gaps in communication. Communicated well between amongst volunteer leadership and staff. For many, this means increasing communication of all kinds. Assure your members, partners and other stakeholders receive good communications about organizational activities and plans.  Make it clear that leaders are available to answer questions and provide a convenient vehicle for communication and that you are open to their thoughts and suggestions.


6. Think creatively

In times of crisis, look for ways to go beyond your regular services offerings to members. Think thoughtfully about your members, listen to them and define challenges and needs. Some may be struggling more than others, such as small business owners. Your organization was formed to serve your members and other communities, so how can you be there for them right now?  During this current global pandemic, some organizations are offering gratis extensions of memberships, informal video gatherings of members to share their experiences and delivering more professional development content online. Take time to listen to particular “pain points” and consider what the organization might be able to do to help.


7. Consider sending a message to the broader public

Is your organization in a unique position to contribute to relief efforts? Do you represent an industry that has been particularly affected by the crisis and is there information the broader public should know? Craft a press release that to inform audiences and discusses any solutions you are providing or problems you are facing. Consider consistent follow-ups to keep the public and stakeholders informed.


In summary, listen and communicate more and use this opportunity to help your board become more agile and creative and learn from the experience. This is will serve as good preparation for future crisis and disruptions.

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What Is the “Marketing Mix?”

Posted By Ewald Consulting, Wednesday, May 20, 2020

Your organization just created a ground-breaking new service that has the ability to serve the needs of thousands. After months of development, it is finally ready to be released into the world. This step is crucial and can make or break your service. Marketing acts as the bridge between your service and those who do not know they need it yet. It is the job of the marketing professionals to find out who needs the service and how to get it to them.

One way to think about how to market your product or service is called the marketing mix, which refers to a series of elements surrounding a product/service that inform how you market that product. According to Harvard Business Review, the marketing mix gives executives a simple, yet consistent way to get an overview of the product, its pricing, audience, etc.

While the marketing mix can be adapted to fit the needs of the team using it, it is often referred to as 4 Ps: product, pricing, placement, and promotion, which is a time-tested method for developing a marketing plan. When you take a product or service through these 4 items, it becomes easier to get a broader view of how that product will be marketed.

  1. Product
    1. Start by getting a good idea of what your product/service is. Why did you create it? What problem does it solve? Every product or service has some sort of purpose so make sure that you make it clear what that is.
    2. Dive deeper into the specific features. For example, if it is a virtual course about how to improve emotional intelligence, explain that the course will have short video lectures, followed by a quiz and a Q&A section to encourage users to interact with the platform.
    3. Analyze who will be using it and where. Are your customers going to be busy executives or people who may have more time to devote to interacting with the product/service? Create a profile of your typical user to better understand the environment in which your product/service will be used.
    4. Describe what makes your product/service unique compared to similar ones from your competitors. What sets you apart? Why should someone use your product over theirs?
    5. Overall, this section should be used to describe the purpose and uniqueness of your product/service. This is where you show off how awesome it is.
  2. Pricing
    1. Think about how much your customers will value the product/service. Is this a necessary purchase for them or did they elect to buy it? If it is of less necessity, lower prices may be necessary to incentivize customers.
    2. How does your pricing stack up against similar products or services? Pricing it lower may drive traffic toward you, but if you offer better quality, customers may pay more for your product/service.
    3. Decide if you will offer discount pricing. Will you offer discounts to members of your organization or those who offer their email address? These discounts can be a great way to get eyes on your product/service that might not otherwise be there.
  3. Place
    1. Describe the different ways your product/service will be found. Is it sold directly through your website? Is there content that will lead back to your product/service such as blog posts, free webinars, Facebook Live sessions? You should have a clear answer as to how someone would find your product/service.
    2. Explain where this product/service will “live,” especially if it is virtual. Your product/service should have an online homepage describing its features, pricing, and other relevant details a customer should know.
    3. Where do your competitors keep similar products? Do you think you offer a similar or better method for displaying your product/service?
  4. Promotion
    1. Describe your marketing strategy.
    2. Where will this product/service be marketed? Will you use online ads, use email marketing, or give out postcards at a conference?
    3. Is there a specific timing that would work well with this product/service? For example, a book on how to be a great team member might be better received if released at the beginning of the year when many organizations are gaining new board members.
    4. What are your competitors doing? Is it working?
  5. Add in bonus categories to give an even better picture of elements will go into this product/service.
    1. Audience: give a more in-depth description of who your audience is, what they do and why they need your product/service.
    2. Terms and conditions: explain any items such as recurring payments, any certifications that can be earned via your product/service, etc.
    3. Brand: how does this product/service and its corresponding marketing align with your organization’s brand?

Example: A hypothetical leadership book called Leading for Tomorrow

  • Product: Our product is a 255-page print and electronic book, Leading for Tomorrow. We used our expertise to help inform professionals how to lead in a world of ever-changing technology and a younger workforce. We aim to serve current leaders who may need to adapt some of their leadership practices as well as emerging younger leaders. What makes this book different from other books on leadership is its timeliness and expertise. Our team of authors are all experts in the field.
  • Price: We hope our book will be seen as a must-have. We are selling it for $18.99 in hardback format for 1 year before offering it in paperback for $13.99. It will also be available for download online for $10. These price points are very similar to similar books, but we think that the book’s content will set us apart from others without having to lower our price point. However, during the book’s release, we will be offering our organization’s members a 20% off discount, and a 10% for non-members who subscribe to our emails.
  • Place: The book will be sold on our website as well as Amazon. Following the book release, the authors plan on linking the book in their email signatures. We also plan on linking the book in our blog posts.
  • Promotion: We are going to do a Facebook Live event the day of our release and update the bios of our social media accounts to link to the book. We will also send out emails to our members with their discount and those on our email list with their discount. Prior to the release, we will promote the release date of the book at various points.

Marketing goes beyond sending out a tweet or a mass email. It requires a complete understanding of the product or service at hand. Utilizing the marketing mix will make marketing simpler, more thorough and more streamlined.

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Long Term Habits Of An Effective Board

Posted By Ewald Consulting, Tuesday, May 5, 2020

Harvard Law’s Forum on Corporate Governance’s article, The Long-term Habits of a Highly Effective Corporate Board, gives some excellent insight into what it takes to ensure the long-term success of a board. The article was written by Ariel Fromer Babcock, director at FCLTGlobal. Here are some takeaways:

    Whiteboard with markers
  1. A focus on strategy
    Boards that have demonstrated long-term success spend almost twice as much time discussing strategy. This includes refining the business model, company values and evaluating risks. John Vaske, head, Americas, at Singapore’s Temasek, explained, “Boards have to be really immersed in strategy; it can’t be at a superficial level. Directors that are long-term have the time and inclination to dig into those strategy-related questions—that’s where value-creation happens.”
  2. Careful consideration of meeting materials
    The article states that about half of board members believe the agenda prevents the board from properly discussing strategy. The Harvard Business Review suggests limiting the number of items on the agenda to six at most and to only focus on items that will prompt productive conversation. This will prevent the board from getting bogged down with unnecessary discussion topics.
  3. Members are prepared
    Assigning reading outside board meetings can also significantly reduce unnecessary discussion. The article gives the example of Netflix’s board. They use an online live memo that has a forum for questions in advance of their board meetings. Maximizing time in board meetings can lead to long-term success.
  4. There is finality after discussing items appropriately
    It is key to let some things be settled. Re-opening items for discussion can be tempting, but letting some things be final can open up a significant amount of time for new items that will allow the board to move forward. The article suggests that one great way to do this is via the meeting minutes. Using language such as “the board decided…” over “the board discussed…” can demonstrate this finality.
  5. There is strategy outside board meetings
    Great board members should not stop after the board meeting is over. Members who spend some time researching competitors, talking with others in the industry or considering other ideas to discuss at board meetings are concerned for the long-term welfare of the organization.
  6. Diversity is encouraged
    Having a broad range of perspectives is crucial to the long-term wellness of the organization. This goes beyond racial diversity to include differing genders, ages and levels of experience. FCLTGlobal’s research showed that diversity is associated with lower financial risk.

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A Breakdown of Short- and Long-Term Marketing Strategies

Posted By Ewald Consulting, Monday, April 20, 2020

marketing stragety book and laptop computerConstructing a marketing strategy is a crucial practice for any organization. It is important to keep a timeline in mind when creating your strategy, as some activities will help you achieve short-term goals and others will help you achieve long-term goals. The distinction is important for project organization and task delegation.

Short-term marketing strategies: They are used to temporarily increase sales or awareness. These plans are generally set for less than a year. If you have a new product or service, the activities surrounding its promotion would be in the short term. That would be a temporary boost. Short-term plans also include smaller details surrounding the promotion of those goods and services such as how social media is used, any outreach to media or email promotion.

  • Consider events that would warrant short-term marketing. Do you have a conference? Online professional development? A new e-book? Think about how you are going to get the word out about it.
  • Marketing automation tools can help with scheduling emails (and so many other tasks) in the short term while providing analytics to inform a longer-term strategy. Best-selling author Neil Patel offers a guide to help streamline marketing functions.
  • Social media is great for short-term marketing. It is free and relatively easy to reach people.

Long-term marketing strategies: These comprehensive plans are used to increase sales or awareness over a longer period of time. These strategies should be aimed toward organizational goals. Long-term marketing strategies include things such as branding, building a public relations team and maintaining a social media presence. Generally, anything that stretches over a year would count as long-term. While it’s possible for one person to create and implement a long-term marketing strategy, a team approach provides more varied talent and perspectives.

  • Search engine optimization is a powerful tool to have as part of your long-term marketing strategy. It can help you determine keywords to include on your website and give insight into what your competitors are doing.
  • Generating quality content on a regular basis is another building block in a long-term strategy. Blogs, e-books, printed or online magazines, podcasts and recorded webinars can all be used to show thought leadership and expertise. The Content Marketing Institute has excellent resources to help with ideation and implementation.
  • Qualitative research is another tool to consider in building a long-term strategy. This kind of research helps you discover more in-depth insights like the strengths and weaknesses of your organization or how your organization is seen. QRCA (Qualitative Research Consultants Association) has wonderful resources to teach you about and help you conduct qualitative research.

It is important to have a balance between both short- and long-term marketing strategies. Short-term strategies are great for individual projects and smaller goals while long-term strategies ensure that the organization as a whole is working toward larger goals.

Photo by Campaign Creators on Unsplash

Tags:  association management  marketing & communication  strategy  tools 

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Essential Items in a Marketing Plan

Posted By Ewald Consulting, Thursday, April 9, 2020

Marketing plan graphicMarian Burk Wood, author of The Marketing Plan Handbook, defines marketing plans as “comprehensive documents that summarize marketplace knowledge and the strategies and steps to be taken in achieving the objectives set by marketing managers for a particular period.”
According to the Content Marketing Institute, it is important to remember that marketing plans are not editorial calendars or a to-do list full of marketing-related tasks. It should outline a clear strategy to achieve a goal.

Here are some key elements to consider adding to your association’s marketing plan (or reviewing with fresh eyes if your plan has been in place for a while):

  1. Your target customer
    According to Forbes, you should think through and research who your typical customers are. Come up with personas for your typical customers and even give them names. Think of these customers when you are making decisions. It is crucial to understand who would use your product or service in order to market to them. Consider current, lapsed and prospective members as you develop your segments.
  2. Positioning
    According to Inc., you should research your organization’s position in the market. This will help you get a feel for how customers view you compared to your competitors. Consider not just other associations that may vie for your members/customers, but for-profit companies that may provide educational offerings that compete with yours. When you pinpoint your current position in the market, set a goal for where you would like to be positioned in the future.
  3. A unique selling proposition
    Forbes also explains that a marketing plan should include a statement about why your organization is different from other similar ones. For example, Jimmy John’s uses their slogan “Freaky Fast” to show that they deliver faster than any of their competitors.
  4. Competitor analysis
    Take the time to research your competitors. Inc. explains that you should have a solid understanding of their market, pricing and how their services are different than yours. Including this in your plan will help you determine how you stand out and help you find ways to market those strengths.
  5. Marketing strategy
    Inc. suggests adding in the resources you have for marketing. Does this include comprehensive social media? Websites? Webinars? Conferences? Emails? How will these resources be utilized? And how often? Consider these items when creating your marketing plan.
  6. Conversion strategy
    Forbes explains that you should include how you take interested people and turn them into customers. Do you offer any free content to draw customers in? Do you advertise to people in a certain industry or profession? Lay out how you draw people into your organization.
  7. Budget
    Think through what you can spend on marketing and how the money will be spent. Inc. says this is a crucial element as you will be able to see your return on investment after the plan has been implemented.

The Content Marketing Institute stresses the importance of taking the time to create this plan:
“Many marketers and firms will claim they have the marketing plans in their head, or within the tribal knowledge of the organization. This is simply not good enough. Many firms will have several disparate pieces of a marketing plan spread throughout the organization (i.e., with the sales department, product managers, marketing department, executive leadership team, strategic business planners). But in order for marketing to be successful, your organization must create and own a proper marketing plan, first and foremost.”

Tags:  marketing  strategy 

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Five Things to Consider Before Cancelling Your Conference

Posted By Ewald Consulting, Friday, March 20, 2020
As a result of COVID-19, we are seeing retail stores and restaurants close, artists postpone concerts, and large events such as festivals cancelling. What should you do about a conference you may have scheduled for next month, or even three months from now? Vicki Thein, Director of Events at Ewald Consulting, has a few thoughts on what to consider before cancelling your conference:


1.     What does the venue contract say?
Carefully review the terms of your contract with the venue. Check to see if force majeure applies and what it covers. If it does not apply, determine the costs of cancelling and if those funds could be applied toward a future event. Additionally, closely monitor the conditions of the venue location and try to get a sense of how many attendees may cancel in order to help you state your case to the venue if needed.

2.     What do your vendor contracts say?
Like venue contracts, review contracts with your vendors. See if force majeure applies, the costs if it does not and if they could give you credit in the event of a cancellation. The flexibility on cancellations with vendors will vary, so be sure to look at each contract closely.

3.     Is there cancellation insurance?
If you have cancellation insurance, get in contact with your insurance agent as soon as you can as they are very likely becoming overloaded with similar requests.

4.     Are you able to distribute the content virtually?
Are there opportunities for your conference material to be put into a virtual conference, podcasts, or other forms of content? Brainstorm what this might look like and if you think it could be successful.

5.     Financial considerations
Can your organization afford to go without a conference this year? This will be a major factor in your decision. Considering alternative conference options like the ones mentioned above could provide potential sources of revenue.

Additional Resources:

·      Event Industry Council - https://www.eventscouncil.org/
·      Meeting Professionals International - https://www.mpi.org/
·      AMC Institute - https://amci.memberclicks.net/


Tags:  association conferences  association events  association management  COVID-19 

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What Traits Define a Good Board Member?

Posted By Ewald Consulting, Wednesday, March 11, 2020
Updated: Monday, March 9, 2020

Board membersWhen building or assessing your board, it helps to understand what to look for in board members. Board members with the following traits help keep meetings on task and more engaging.

  1. They possess the right context
    Forbes states that there are four key areas of knowledge: industry, business model, stage of growth and a specific field of function (sales, marketing, etc.). Board members who have knowledge in each of these areas can offer better insight.
  2. They understand how to communicate
    This one may seem obvious but having the ability to communicate with others is an essential trait in a board member. This is not just having the courage to speak up when needed, but also the ability to thoughtfully listen to others and respectfully respond.
  3. They have a positive outlook
    Jay Love, the co-founder of Bloomerang, a non-profit software company, stated that the heart of the board often is not the most knowledgeable. He believes having a positive spirit is contagious and will help move your organization forward.
  4. They have a deep passion for the organization
    According to Love, passion is more important than knowledge. A board member who is constantly rooting for the organization and pondering how it can be better is far more valuable than the person who knows everything about the organization but can’t commit wholeheartedly. There is no use in recruiting a great player if they do not want to be on your team.
  5. They want to learn more
    A great board member is aware that they do not know everything. For them, working with others is an opportunity to grow and they are eager to take advantage of trainings and professional development opportunities.

Tags:  board member  board of directors  dynamic non-profit boards  good governance  habits of effective boards 

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