Managerial Volunteers
Case for Philanthrophy
Strategic Planning

Sandra Larson Consulting

Managerial Volunteers—A Radical Resource for Change
The Business Case for Corporate Philanthropy
Strategic Planning Takes Planning
The Decision-making Board
Constructing Decision Styles
What to do While Waiting for Your Board to Raise Money
Unique Nature and Struggles of Traditional Small Nonprofits
Rounding Up Board Policies

The Decision-making Board

I. The Primary purpose of a board of directors (in concert with the CEO) to make the right decisions for the organization
II. Arena of decision-making
    a. policies and plans – mission, vision, strategies
    b. audit of systems – quality of process & standards
    c. evaluation of results
III. Aspects that influence quality of decision-making
    a. Size
    b. Rankism (class, race, gender etc.)
    c. Leadership & group facilitation skills of CEO and Chairs
    d. Decision-making styles of group members
    e. Frequency of meetings
    f. Effectiveness of Meetings
    g. Ability to recruit needed skills, stakeholders
IV. Consensus decision-making process is key-Six Thinking “Hats” (dimensions) re Edward DeBono
    a. White – facts, figures
    b. Red – emotions, feelings
    c. Black – objections, the screening of past and future for threats
    d. Yellow – support, benefits, constructive aspects past and future
    e. Green – new ideas, alternatives, creative ideas
    f. Blue – logical processing, ordering summarizing, action planning
V. Consensus decision-making process considers different decision-making styles— Jungian psychological types per Briggs and Meyers (ENTJ etc.)
VI. Trust matters more than structure, is built on covenant-like relationships
    a. Inclusion – belonging, interacting
    b. Control – ideas are utilized, influence, being listened to
    c. Affection – respect, commitment, trust
VII. Future orientation of board development—are you leaving your organization the legacy of a strong board?
    a. A value system that is clear?
    b. A culture of discussion, analysis, reasonableness, intimacy?
    c. A system of accountability?
    d. Future leaders?

"I would not give a fig for the simplicity this side of complexity, but I would give my life for the simplicity on the other side of complexity."
- Judge Oliver Wendell Holmes

Pre- and Post Meeting Planning Questionnaire

1. What chance for framing meeting issues and preparation for meeting needs to be given board leaders?
2. Have we thought through how we will involve everyone, but particularly the most knowledgeable, skilled & affected in regards to the decisions to be made?
3. What information and in what format needs to be distributed prior to the meeting/during the meeting?
4. Are the most important matters given a priority time slot and sufficient time for discussion and is an action step (vote, discuss, advise) noted on each agenda item?
5. To what degree is the board/committee chair(s) on the same page with the CEO on the matters that will come before the board?

1. Did leadership run an effective meeting so that all participated and six dimensions of thinking were evidenced? Were various decision making styles used/useful?
2. Did effective decisions or other actionable outcomes result from the discussions?
3. Who was not present, not interested, disgruntled, most interested etc.?
4. Were any creative ideas, alternatives left on the table?
5. How did the group evaluation of the meeting suggest to us how we can improve the process in the future?

Contact Information
Sandra Larson Consulting |
11472 Fairfield Rd. West, Suite 302
Minnetonka, MN 55305
952-595-0432 | 612-964-4389 (Mobile)


Managerial Volunteers
Case for Philanthrophy
Strategic Planning










© 2006 Sandra Larson Consulting