Developing a highly effective Board doesn’t happen overnight, but is the product of intentionality, engagement, and effort.
“Greg was able to accomplish our mission for the day, while helping the board members learn more about one another in a fun and engaging way. At the end of the day we had met our objectives, knew more about each of our individual team members, discussed components of highly effective boards and were energized to move forward together for our mission!”
Melynda Jamison | Executive Director | Casa of Lexington
Board Champions is a fully customizable Board development program, designed to partner with you in building a Board team capable of translating bold vision into reality.
Flexible enough to meet the needs of your nonprofit, Board Champions typically begins with a customized Board Self Assessment (BSA) and facilitated Board retreat and subsequently may include:
CEO or Board coaching
Defining Board expectations
Assessing the skills and diversity of your Board team
Building an effective orientation program
Aligning committee engagement with strategic objectives
Governance audit
CEO Performance Review
Peer-to-Peer Assessment
Key challenges frequently addressed through Board Champions include:
Developing healthy Board habits
Board’s unique sphere of influence
Effectively managing conflict
Current governance trends and hot topics
Developing a culture of performance and accountability
Board’s role in fundraising and resource development
Effectively leading the Board in a virtual environment
Sample Board Norms and Culture
*This is one example of a document that is often developed as part of the NTC Board Champions Program with our nonprofit clients.
Approved by the Board of Directors | [Nonprofit Organization Name]
We recognize that a healthy, high-performing Board culture is essential to advancing our mission and sustaining public trust. These norms reflect the collective values, behaviors, and expectations we uphold as a Board.
1. Mission-Driven Focus
We remain grounded in our organization’s mission and purpose. Our decisions and deliberations are centered on what is best for the communities we serve.
2. Shared Accountability
We take collective responsibility for the organization’s impact, sustainability, and reputation. We hold ourselves and one another accountable for fulfilling our fiduciary, strategic, and generative roles.
3. Respectful Engagement
We engage with openness, curiosity, and mutual respect. Differing viewpoints are welcomed as a source of strength. We listen actively, speak candidly, and strive to understand before being understood.
4. Confidentiality and Integrity
We honor the confidentiality of Board discussions and organizational information. We act with integrity, avoiding conflicts of interest and disclosing any real or perceived concerns promptly.
5. Commitment to Preparation and Participation
We come prepared to Board meetings, having reviewed materials and reflected on key issues. We participate constructively in meetings and support Board decisions once made.
6. Continuous Learning and Improvement
We embrace opportunities for growth — individually and as a Board. We regularly assess our performance and seek to strengthen our governance practices.
7. Support for Leadership and Staff
We respect the distinction between governance and management. We support the CEO/Executive Director’s leadership while providing appropriate oversight and strategic guidance.
These norms are a living framework. The Board will revisit and refine them as needed to ensure alignment with our evolving mission, values, and responsibilities.
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