Je retombe sur ce newsletter, après quelques années, qui me semble toujours aussi inspirant. Quand les questions qu’on se pose sont de cet ordre : comment mieux définir les relations entre conseil d’administration et directions…
- Listen & Learn. Jazz musicians are constantly listening to and learning from each other.
- Engage & Encourage. Those organizations that take the time to discover, develop, and encourage what people can do best and enjoy doing most are going to be the organizations that attract and retain the best people.
- Appreciate & Align. The oil of accomplishment, in both jazz and nonprofit governance, is appreciation. Discovering what’s going right and building on thestrengths and talents that are making it happen is a far more powerful approach to organizational effectiveness that getting stuck in cyclesof criticism and complaint about what’s going wrong.
- Do & Delight. Passion, talent, engagement, and alignment mean nothing unless something happens. Doing it right brings delight. And if it isn’t fun, it isn’t jazz. (extrait de CharityChannel’s Nonprofit Boards and Governance Review eNewsletter)
Quelques autres articles qui me semblent intéressants :
- Good Governance and Board/Staff Relations _
- Performance Reviews – A Critical Function for a Charity Board (ce dernier article de Sol Kasimer, qui fut longtemps directeur du YMCA de Montréal);
- deux articles sur les rôles des membres de c.a. – The Special Role of Nonprofit Board Members, dont j’extrait cette citation du deuxième
- For an executive director, a board that really understands its fiduciary role is a better partner. The trustees recognize they need to stay well informed about the organization and that means they must become engaged in its work. Yet they understand that engagement does not mean micro-managing the executive director or interfering in the day-to-day running of the operation.
- Les tendances actuelles dans les formes (structures) de la gouvernance (Board Structure: Current Trends and Options)
Et aussi le site de Carver, sur la gouvernance (des OBNL, entre autres), propose une définition de la « gouvernance par politiques » adaptée aux OBNL (Policy Governance for Non-Profit Organizations).