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Hello and welcome to Tony Martignetti non-profit radio Big non-profit ideas for the other ninety five percent on your aptly named host. Oh, I’m glad you’re with me. I’d be forced to endure the pain of ventricular itis if you broke my heart with the idea that you missed today’s show your CEO, board chair, relations you or your CEO, as the case may be, need to work together with your board chair toward an Aligned Vision. How do you establish it? And what if it gets blurry? Aisha nyandoro shepherds us through CEO board chair and full board relations, as in recruiting onboarding engaging and removing she’s CEO of Springboard to Opportunities. Tony’s Take two act Blue responsive by pursuant full service fund-raising data driven and technology enabled Tony dahna slash pursuant by Wagner CPAs. Guiding you Beyond the numbers. Wagner cps dot com Bye. Tell us. Turning credit card processing into your passive revenue stream. Tony dahna slash Tony Tell us and by text to give mobile donations made easy text. NPR to four four four nine nine nine It’s a pleasure to welcome Asian nyandoro back to the show. She is chief executive officer of Springboard to opportunities. Springboard provides strategic direct support to residents of federally subsidized, affordable housing. She’s been an academic and evaluator, a philanthropist and NON-PROFIT executive. She’s a Ted ex speaker and her work has been featured in Essence Magazine, CNN, MSNBC, Fast Company, the Nation and other media. Isha’s life mission is to holistically and compassionately lift families out of cycles of poverty. She’s at Isha underscore Nyandoro and springboard to opportunities. Is that springboard to dot or ge? Welcome back to Non-profit Radio Ayesha. Thank you so much for having me back. Tony Beets. Absolute pleasure. Sorry. Yes, thank you. I’m glad it feels good for you. It feels good for me. Um, you’re calling in from Ah, you in Jackson, Mississippi? Is that right? I am calling you from a rainy, dreary day here. Injected it. Good. OK, it’s always good. It’s always good in the south, right? Yeah, it’s I like that. It’s always a good thing coming. Fancy coming for somebody? The Northeast Teo, You know, we’re all jaded and think we’re the center of the universe. No, that’s not true. All right. I’m glad to have you back. It was about three years ago. I look back. It was about three years ago, actually to the month. I think it was May have been a January of twenty sixteen that you were on. So it’s, uh it’s been three years since I met you at the opportunity collaboration, which must have been that the October before. That must’ve been October twenty fifteen. That’s exactly right. Well, and a lot of a lot of change since then. But I’m still doing the same great work with springboards opportunity here in Jackson. And so yeah, I think I’ve seen you two be good. I’m glad. Alright. I love your laugh to scorn. Follow-up lifting. Love it. Okay. Um, so your your primary point we got, you know, we have an hour together, so we got time to Flesh is sold out. But you’re you’re very concerned about having an aligned vision between you as CEO and your board chair. What? What does that look like? A big align vision is really a vision where you, as the CEO are maintaining your ideals, your leadership and not losing yourself in the voice of the chair of your board. But they’re also really recognizing that in order for that vision, come to pass, but you really do need the support of the chair. So it really is a beautiful day in, and it is a relationship that a lot of intentionality and work has to be put into. And I don’t. I think a lot of folks understand. I understand the work and the balance that it takes a really maintaining those relationship. And that is not something that happens overnight. And, well, you know, if I get the relationship in order to make sure that you’re getting all of the benefits from the relationship, you have to invest in it. And so, you know, that’s true with the relationship between the CEO, our executive director and the board chair really being intentional about the relationship and putting the work in and ensure that both parties are getting the support that they need from it. Okay, just like any personal relationship or or like any part of the relationship yesterday evening, it’s the same thing. And I think the best beauty about you know, it really is something that translates over easily into personal relation. Because what you’re bored Chair, you really do have to have a personal relationship with them. It just can’t be about whatever is going on professionally with the organization, because so we lead of organization. So much of your personal idea ideology is invested into it. And so because of that you, you know, Yes. You have to have a personal relationship with that individual, will you? You said it’s a It’s a beautiful dance. Uh, who leads? Even Think of a way your words against you Eve. Of course, to see only because the CEO is the head of the organization. But with that that thing you really have, tio have a relationship where you can be open about your vision and your idea. And you can trust that you know it time that you all may not be on the same page and you’ve done the work and the relationship in investing in the relationship to trust that the relationship will still stay in even when you do have moments when you disagree. You know, for my board chair and I have a great relationship. I’ve known her now for years, and she is one of my absolute favorite people. But they are sometimes, but we have had to have courageous conversation and that is simply a conversation that was difficult because I knew that we were on different sides of, you know, a position that that we felt both passionately about. But because of that that we had done investing in a relationship ahead of time, we’re able to have those conversations were ableto agree to disagree. And the work continues. Okay, So give us give me a sense of what this looks like when you’re, uh you’re thinking about who’s who the next board chair is going to be. How do you You know, How do you start this dance? How do you make sure that he or she is aligned with the mission? The way you as the CEO are you before you select? I mean, you maybe have a couple of people. Maybe Maybe it’s a few board members. Or maybe he’s an outsider. You know, you wouldn’t. You wouldn’t really bring an outsider on to be bored. Share, would you know, you bring out that you would cultivate them up, okay? You would cultivate them. You want someone who understands some of the historical history of the organization has that context of the work and you know, and has worked their way up the ranks start to stay in the board. Okay. And so far, you know, that’s a good question because currently springboard its own wrapping a new board chair. So we identified the chair who would take over the end of this year, and she’s currently serving in the role of vice chair. And so for me, the way that I am going about really fostering that relationship with her and getting to know her, it’s a chicken once someone you know, so we can begin to get to know each other, get to know it doesn’t work now, personalities I know her, but I don’t know her nearly as well as I know the board here with whom I talked to weekly and, you know, and that I’ve talked to weekly for No for years now. So just be really being intentional about putting that time and think, OK, let’s just you know, And, uh, my board chair is in Maine and fice Terrier. My board is in New Orleans. So where the vice chairs like? Okay, listen, virtual coffee because you are in the world. I am in Mississippi. I can’t physically see you want so much, but we can, you know, elect some time on our respective calendars. Just a connect and, you know, catch up with the work, catch up with personal life and just really no began to build those connections that I know are necessary when you’re trying to, you know, move strategy forward. Okay? Give me a chance for a break and we can compete up the conversation. Right. Right where you are. Just hold on. No problem. Pursuant, their newest free book is the Art of First Impressions. It’s all about Donorsearch acquisition. To attract new donors, you need to make a smashing first impression. How do you do it? E Book has their six guiding principles of ineffective acquisition strategy How to identify your organization’s unique value plus creative tips. You’ll find the book on the listener landing page at tony dot M. A slash pursuant capital P for please. All right, now, let’s go back to your CEO Board chair relations. Did you say your current board chairs in Maine? And the vice, The vice chair. The chair to be is in New Orleans. Is that right? That’s correct. Okay. Do you find now? Okay, Well, you’ve the current board chair. You’ve worked with her for years on DH before she was bored. Chair. You obviously were working, whether just not as closely did that distance, uh, hinder the relationship You, you know, not at all surprising. And that’s the thing with technology now. Yeah. You know, there’s so many opportunities to connect and really be a relation buy-in ship over with technology. We have no meetings there. Space time there’s, you know, text messages. There’s all these ways to stay connected. I text her all the time. It’s just something that I think is interesting, just our foreign, her different articles. So there really is so many ways that you could be a relationship and feel connectedness when you are not physically in the same space with someone. So I don’t want people to feel like, you know, in order to have a really great relationship with the boardmember that you have to have physical proximity because I found that not, you know, that has not had to be the case. Yeah. So you’re you’re texting frequently. Your you have these weekly calls with the board chair, but frequent texts back and forth, There’s just you know, it’s it’s deeper than a I don’t I don’t really know what to call it, so I don’t want to take a chance and blow it and call it something wrong. But it’s deeper than just a professional relationship you have with her That’s not exactly right. But I’m saying you know so much you really do get to the place where it is a personal relationship with Will I feel in order to truly advanced the work. You have to have those things and especially for those of us who lead now process because so much of non-profit working really hard work. So it really is a lot of your personal convictions. And, you know, it’s a lot of your personal convictions go into the work. So you do get to a place where you know it’s a professional personal relationship, but at the same time, you feel do recognise it. Okay, um, even though we have this relationship that it’s still it’s a working relationship. So it’s not as if you ever you know, blur the line and get to a place where you know you’re unprofessional or you can, you know, get really comfortable in some of the spaces because it still is your balls. And you still have to be mindful of that on DH. That’s just, you know, this is the reality of our working relationship. I feel Yeah, yeah. Now I hear you. It’s it’s a deeper professional relationship, but it’s still not, you know, it’s not a relationship with your friends. Of course you can’t. You can’t You can’t You can’t get that. That’s that would be inappropriate. But it’s but it’s not dry in stagnant, and you don’t know who wants to work in that space. It’s close. It’s close. I mean, it’s a close working relationship, so and so in terms of this, you know, vision alignment, you would. You would learn that as the person worked their way through the ranks of the board, I mean, whether whether they’re in line with the mission and they see it, the mission and the vision, the same way you do. You would learn that a cz you got to know them on the board, and if you didn’t feel it was a right fit, you know, to be to be chair, then you just, you know, you wouldn’t nominate that person or you would exactly right and that, and I think that’s exactly right. And I think it’s a lot to be said for that because I think sometimes wanted a steak that non-profit leaders to make. If you know, wanting to promote their friends and putting their friends on their boards in different things such as that, And then you know, you make your friend your board chair and you all may not have the same vision. And they they really affected friendship than an answer, being a really stressful situation for everyone involved. And so that really allowing the individual work up the ranks on the board and get to know that individual doesn’t mean that, you know, they’re your personal, your favorite person on the board. But is this the person that you understand? You are most aligned with the and that can really help carry the mission forward because of the end of the day, It is all about strategy and mission driven and trying to figure out how do you make sure that the organization is living out his mission? Envision as best, possibly when when you do have some rough spots, let’s say you know you. You said, you know you’re there times you know you’re on the other side of oven issue problem than the chair. How do you, uh, how do you approach it? You talk about it. If you don’t let us sit. I mean, haven’t you have open dialogue and conversations and you just go in and you lay out your position and your Russian allies, you’re give him out? You don’t go into Vince. Um, you build your best case for why you are advocating for whatever that position is, and you allowed them to do the same. But it really is that open dialogue and communication in trusting the work that you have put in and establishing a relationship to begin with. Yeah. You have a solid foundation that you’re building, right? You said earlier you’re confident that the relationship isn’t going to break down over this thiss obstacle. Obstacles overcome oppcoll, but it takes open communication to do it. And I really do think that’s a sign of a healthy relationship. When you can have those disagreements and recognize it at the end of the day, everybody’s okay. Because if you were not able to go to your board chair and say I disagree with you on that, or I don’t think this makes the most sense in here is why is it a relationship and, you know, and are you out truly allying And so to be. If you are not in a place where you can have it on a silo, there’s no more that needs to be done with that relationship. Okay. Okay. Uh, excellent. All excellent advice. What? Let’s see. So So before we before we start talking to the to the bigger issues and I’ll move, move to the bigger board and the CEO relationships there. What? Maybe you’ve already said it, but what would be your your number one takeaway for that? For that board chair CEO relationship, the number one takeaway really would be for first CEO to understand their vision for the organization and to feel comfortable communicating that beige into whoever, whether or not to be your board chaired. The donor is the staff members of the board members that whoever that has to truly know what your vision is on Bac comfortable in that space and then from there, hold having open dialogue and communication with your board share regularly. And recognizing that fostering that relationship has just so much a part of your job as the fund-raising aspects of your relation of your job. It always, you know, extreme part of your job description. Well, that was to take aways, but I’ll let you go. Your anarchist now. Yeah, you weasel doing there. But that’s fine. Not all important. I’m just getting, um, Yeah, I mean, I hear you communication, open dialogue, a strong, foundational relationship. Uh, you know, as you said, so that you can you can be honest in the rough times and hear each other and work through. No, no obstacle is insurmountable. If there’s if there’s a strong relationship. Teo, att the base. All right, Cool. All right, so, so broadening a little bit. You know, if we if we go to the think about now the CEO relationship with the Fuller, that the bigger board, um, how do you How do you get involved with board recruiting Yeah, so you know, for us, boy recruiting, really. Governance committee. Where must again, we’re going through that process right now, We have a governor’s committee where we have set up a metric of what it is that we know. That we need organizational in orderto helpless, you know, extra cheese, the pieces of our strategic plan that was recently identified. And so it really is using that rubric to help guide our decisions about what makes the most sense. And that’s where you know, having strong boardmember that are well connected labbate locally, regionally, nationally also comes into place because they can make recommendations and allow us the CEO to say yea or nay order, do some research on those individuals going. You know what, the CEO, you have individual that you think they make sense that that really is where bilich conversation should come into play. And it could be a fun process. But, you know, really thinking about who gets to be a part of division for the next three or so years moving for it. You know, I love. I love putting boards together. You know, one of my favorite pieces of my job, because it really is a lot of fun. So you lean on your board members toe open up their networks. Teo. Potential board members. Yes, the and Boardmember should recognize that that is a big part of their job as well. You know, provide access to their network into really be Campion’s before the organization with their friends and colleagues. You know, talk about what is this? That we’re doing a talk about what it is that the organization is doing not just from by natural lorts teeth, but also from, you know, he wasn’t a recruitment. Peace and social capital is really important, and we have a dynamic board right now in the majority of the board members that we have have come directly from referrals from other board members. And so shall you know the board. Your board’s ability to provide their connections in that social capital is just as important to me. In my opinion, for them to help with the financial fund-raising aspect of it is Will. And this well is there. You know, they’re content expertise because our board is still a fairly small board. So I really do rely on thy boardmember. They have contact because experts in various pieces on that we know will be to be strategic and move forward. Okay. I probably should’ve asked before you stay. You’re stuck with Ah, lackluster host. I’m sorry. Describe your tell us about your board. How big? What committees do you have? Yes. Our board is really small working board. We have seven board members were potentially about to growth either nine or eleven. And yeah, and everyone. Everyone on the border’s content expert that aligned to specific buckets. The work that we do for the organization. So we have individuals who are housing expert. Since we’re working affordable housing experts. Since we work in the space of federally subsidized, affordable housing, we have individuals who are organizational strategist. Because when we started seventy years ago, we said that we knew that we would be growing rapidly so that we so we knew we needed someone that provided a level level of expertise. So it really is matching Arnie. Finding is like chess. The needs that we have fighting appropriate individuals to feel that gap for us. Now, how does that feel? You if you’re going to grow from seven to ten or eleven, I mean, that’s Ah, that’s like roughly a fifty percent increase in inboard size. How does that feel it feels about? It feels right. It feels like it’s time we go back your fourth and you know. And so if you know it will bring bring on either two or three, so so it doesn’t feel too big on there. Still is manageable because, you know a lot of CEO time managing for it. It helps relations with those things. Those bilich manageable for me. I don’t know if I don’t want to have a board that is twenty members or fifteen members or different things fishes at which those of my colleagues have. So it feels it feels good. And it feels like we’ve all been involved in the process of getting to the place of having a board decide on that. Feels like it’s timely that, you know we’re being conscious of the organization’s posts and where we are and saying, OK, as we have grown in our strategies and our footprint, we need to bring on more experts that can help in these various spaces, though it’s not something that we’ve done happenstance, very few teaching in time. So where we are, which is also very important for individuals to be mindful of. Yeah, yeah. Mindful that you’ve you’ve identified areas of need that a springboard has grown that you now require. And so you’re expanding the board to bring those experts bring those experts in. Exactly. It’s not like we said, Alice. Bring more boardmember just because it feels like we’re way behind a lawyer. But the lawyer will you see piela? No, not like that. Okay. Yeah. You don’t want lawyers anyway. You you stay away from lawyers. Trust me, we’re bad. I used to be one. I don’t remember the Oh, I’m reformed. Exactly. So you get get reformed attorneys. They’re good because they still have subject matter. Expertise. There may not be able to represent you, but they still have good advice to give. They have a kind of expertise you need exactly. Right. Okay. Okay. That’s exciting. I mean, that growth, that kind of growth. Um Okay. So you’re Yeah. It’s kind of a follow on, too, you know, leaning on your board members, Teo, bring in their networks, you know, do you? Do you subscribe to the belief that you know if if you’re not asking your board members to do enough. Then they’re going to start to get disengaged and bored versus I’m afraid I might be asking him to do too much. I don’t want to impose. You know, I don’t want to take more of their time. They’re already spending ten hours a month. I mean, how do you how do you fall in that on DH? How do you balance that? So far, it’s only balance when we are bringing on board members or with our boardmember very honest about the time commitment and, you know, and also very honest about it. And we’d like, if it were small board, so he empopwering brought on as a constant burghdoff x, y Z, whatever it is that we need. So there may be some months where I leave more heavily protect one particular boardmember than others, and I’ve come to learn that they actually really appreciate that. And for so many of them, they’re bored service. It’s a part of their community service because we don’t have a paid boards where really is their, you know, their service, and they approach vitiate, being able to use their expertise and something differently than how they use it in their ninety five. And so, yeah, I think it just really goes that, too. The being honest about what the demands are of the boards were prior to asking somebody to come on. And I really do by within the space of utilizing the folks that you had at the table. And if it feels like too much, they will let you know whether or not they don’t have the commitment or had to have availability at that particular moment to provide the level of commitment that you may need a But I think you have to ask for what it is that you beat, and that hell is so you have to do everything by yourself. Yeah, there’s like, you have a board, so I don’t have to do everything by yourself. Yes, I’ve had guests on say, You know, you can’t be a subject matter expert in everything there’s on. There’s no time for you to learn And that’s that’s pointless because it takes you away from what your what your own expertise already. Exactly. It takes you away from what the boys hyre todo if I’m over here trying to figure out accounting. That takes me away from all of the other pieces, and I’m supposed to be doing that. It’s not what they hired for, so there’s exactly right. Do you put the board expectations in writing at the recruiting stage? Do you give him a document that lines it out or hat? How do you make sure that they understand for sure what the expectations are, So we don’t do the expectations as faras the times you made a commitment in pieces. But there is when we’re going through the recruitment process, there are conversations will be multiple conversations with me on the conversations with the board chair and conversations with other boardmember. So they have last of opportunities tax question and then also lots of opportunities for various individuals who are connected to the organizations to provide their take on what the commitment looks like and what they needed and what their understanding of the organization. Okay, so you’re saying that several levels of interviews with, with you and board members I don’t like the word interview, the conversation mandatory, mandatory conversations just, you know, trying to feel interested that makes you know we’re tryingto field issues. But also really trying to make sure that we’re being transparent so that we can get the right fit, you know? And sometimes you know the path we on around the new boardmember. And we were really excited about her coming onboard. And I bumped into in, her job changed. And she knew that based on the various conversations that she had had with myself another boardmember, that she no longer would have the time necessary to provide the commitment that we needed. So she elected so, you know, jump off the board, even though she just jumped on the board, and that was good. But I think the expectations ahead of Thai And so before we get six months down the road or so it was, you know, easy for her to say. I know this is no longer want to work for me because we have been very open with our dialogue prior to Yeah, now that that’s the best outcome. If if that was gonna happen, that’s the best way to have it happen. She backs out in advance, bows out, pull my service. She you know, she says, know in advance versus she’s stressed over the commitment that she’s not fulfilling. You’re disappointed because she’s not mating upto the everything that you and you and the other board members laid out far while she was being recruited. You know, I would be disappointed on both sides, but obviously much better just have her back out. Okay? But the lesson is that she understood what the expectations were, and she took it seriously enough to know that she couldn’t fulfill them, so Okay. Okay. Okay. Um, let’s Ah, let me let me take another break, and then we’ll come back, and we’ll talk about a little more formal onboarding and keeping boardmember is engaged. And I even hoped that we could get toe having to remove board members, possibly before there, before their term is up. So we’ll come to that. Okay. Great. Where you see piela? A new archive. Webinar for you. Which is why she was just talking about accounting. It’s accounting update. What has changed this year that Wagner knows unqualified Lee. And you need to know a little bit. For instance, new requirements for financial statements. You’d like to be a little acquainted with it, but you don’t want to have to do them, certainly. And you don’t have to scrutinize him to make sure they meet Muster. But you want to be a little acquainted with the new requirements. That’s what this there there webinars all about. Goto wagner cps dot com Click Resource is then Webinars. Now time for Tony. Take two ActBlue. There are Premier Sponsor at nineteen NTC. The twenty nineteen non-profit Technology Conference. It’s next month in Portland, Oregon. I presume you’re going because you know that this is the go to conference for people who want to know how to use tech. Smarter in in their organization. You’re if you use a computer, you’re using technology. What can that computer do? More for you that you’re not aware of and make you and your staff more efficient? That’s what ntcdinosaur all about. So you’ll be there. That’s a given. Okay, so we got that. So it’s March thirteenth of fifteenth, but already know that because you’re coming, you already made your plane reservations. What you don’t know is where to find Non-profit radio and Act blew. You would go to the exhibit floor booths five o eight and five. Ten. We’re sharing a booth together. There are sponsors at the conference, which I’m very, very grateful for. They’ll be talking about the power of small dollar donations while I’m capturing interviews for Non-profit radio. Ah, you can learn more about small dollar donations at tony dot m a slash Act blue, and you could see more about what we’re going to be doing together. The swag, the chats, the on site training giveaway that’s all in my video. And that video is that tony martignetti dot com, that is Tony’s Take two. Let’s go back to Aisha nyandoro and your CEO board chair Relations and Onboarding Way just started to touch on a little bit. What’s your What’s your recommendations for? Ah, a non boarding process of Ah Niu boardmember from a recrimination for Onboarding process of new board members is too like that our lawyer have conversations of front with multiple folks with on the board so that they truly understand that process and then do a retreat or training. Pacifica will not retreat. Training no of this facilitated by the board chair just for those in the big who are coming onto the board so that they can have an opportunity to be a relationship with one another tax any more in depth questions that they may have not had an opportunity to ask and then, you know, introduce them to the full board. It’s a pretty scene was processed. So how do you how do you do that? Training? Is it a day or a half a day or something? Or how does that work was, like, half a day, half a day and go through all of the organizational pieces. So for us, that would be going through the strategic plan that would just adopted and making sure that individuals understand the goals that we have. Outline, um, for the next two years talking to the organizational strategies history. Those pieces are accountants sometimes just in and is involved in that process. This they’ll understand our our finances and what that piece looks like. But yeah, I know some individuals through a full day as they get their pants on how large organisation for us, a half day has been sufficient to get that done. Okay, um, and do you have a requirement for how many of the board meetings people need to be physically present for versus virtual or not, You know, we don’t because we are an organization that is based in the city. But we have a footprint, that it crosses various various states, and we have boardmember that live in various states. We have to board meetings that are actually physically in Mississippi twice a year. But all of our other board meetings, we do virtually the zone. So we do not have requirements about whether or not you know how many you attend in person versus online and the reason we don’t do that. It’s because we trust individuals want to be a part of this organization and the part of the board, because it’s not a paid position. And so if you have signed on to give your expertise, we trust that you know you will do that you would show up. You will be engaged in the process. But how many board meetings do you have a year? We have six board meetings a year, Okay? And two of those are on site in Mississippi. Tuitele zoho inside the beans and those way have size in Mississippi are fairly. You know, today is because if you’re going to go through the work of getting individuals here, he could make sure that you’re, you know, handling a lot of good business in the process. Okay. You have some dinners to I mean, you have some social times, I’m sure. Ugo. Yeah, yeah, Way duitz site visit. We, you know, conduct the board, is that we hear from partners that we pack a lot in when we get him here on side. Do you have any formal mentoring for new board members? But would they be meant toward by a longer term? Boardmember You know, we have not done that on, but it really is because we’re such a smile, Gordon, that we have not. I felt that that was necessary. And it also, since our own wrapping process, with the conversation, it so much that that is not a piece that we’ve put in on. And I actually have not thought about that. But now that you mention it, I’m like, let me think about that. But it’s not. It’s something that we’ve put in place. Okay, it’s something I’ve heard from other guests, and I don’t know, maybe as you expand the board makes sense, but just okay. Um uh, okay, so so then Oh, so What do your committee’s what The board committees. So we have a finance committee and we have a government committee, and that is for the most part, pretty much it. You know, we every once in a while, if we have a process of getting it put coming into place, we’ll do an ad hoc committee, like we just in the trash if you do plan. But we had a committee for that. But for the most part, since we are, you know, once again, such a smile board, you know, everyone just works across the board. That’s necessary. But we do have a finance committee in the government committee. You So you’re gonna have to get your going to get out of the habit of saying small board. You’re growing up to nine or ten that I I’ve seen three and four. I mean, I’ve seen thirty. I’ve seen thirteen and fourteen. I’ve seen thirty and forty also. But I know it’s a It’s a midsize board. Maybe. Thats on the small size relative. You’re right. I don’t know, maybe something small size of bid, but I don’t think it’s small anymore. I think it’s on the, you know it is on the average smaller side, but also small, like three or four. So you’re right. And I know better because, you know, I’m on the center for the I’m on the center. I’m on the board. Four men are now process here in this city, So I have seen boards that are three. So you? Exactly. It’s not a smile board. Okay, Um, So where does where does fund-raising fit into your board? Well, I guess I should ask what? Is there much individual fund-raising or is your work more government government fee for service or what’s your revenue? So we have a hybrid is government, you know, its developer fee for service. And it is also larger foundation philanthropies. Fund-raising so. But that with board members, is also where the social capital comes into play, you know, because getting access to the larger funders, you know, it’s a lot of times of war meeting a boardmember. Excuse me. You know, shooting a e mail, um, or having a personal relationship with someone, they Hey, I’m going to this conference, and I really think you should be here as well. So you know that really, where? A lot of fund-raising support comes in with the social capital cities, of course. You know, like Al Gore’s. I’ll be wanting boardmember to give it one hundred percent. A lot of sounds. A lot of salvation, Actually, I do. Look at that right now, require that. But we do not have, you know, a require set up. Now what we ask our board members to give, you know, physically. Okay. Got you. Um, so then keeping these, these new board members engaged. You know, the last thing we want is you mentioned earlier, you know, bored people getting or I said it. And I think we both said it people not filling that They’re that they’re talents are being utilized. They got they brought on the board for a purpose to share their expertise. The last thing you want is them feeling that they’re not being tapped. Um, how do you How do you do? You start getting them engaged. Started in the game for asking questions immediately. And pieces that, you know, there’s a place that I have been struggling in tapping in and getting that done and shooting those emails and asking, you know, for those phone calls they hate can’t beat right quick. I want to touch base with you without X. Y Z Because in so many instances, there are pieces that I really my boardmember than a lot of instances about partners to really help me think pieces that may be critical with something that I’m trying to figure out. A perfect example of that sabat boardmember who is a local business owner here and, you know, really connected with the corporate, you know, funding world. And that’s one of the pieces I’ve been trying to figure out. So, you know, shot him. But I saw him out socially at the special format socially and finishing on the shooter and email because I really want to talk to you about ex wives. And so just using those opportunities to connect with them all pieces that I’ve been thinking about, um, we’re struggling with what their feedback on it doesn’t have to be something that requires a two. A three hour work session. Ah, lot of the things that I need in a lot of instances earlier, you know, twenty, thirty minutes. Strategy conversations. Just four. Simple can. You could make me the X Y Z. Yes, of those pieces. So that’s how I in this. Something is not a heavy list for them is something. Because there has been some time why I needed the boardmember to look at a contract, which was a little heavier lift. But a lot of instances is not a really heavy lift into this about building those connections, building those relationships, making them still involved because they are involved in a larger mission and really allowing them to use their cuts and expertise outside of their day with a job. And, you know, having to be of service. So yeah, I can see how the relationship would just develop over time. You know, you’re just you’re you’re tapping them as needed conversations, You know, you don’t have to. You don’t. You don’t wait for a board meeting. Toe tap, someone. You have a need. You, you, you, you You express it right away like you have a need to express that. You have asked us, President. And even though you don’t know what they can’t but feel that need, they can connect you to somebody who can help you with that. Mita, I gotta take a break, but I will leave you with this. You said you said you. You sought someone out socially. That sounds like stalking to me. I have taken a break. I’m taking a break while you laugh. Excuse me. Uh, tell us, can you use more money? A new revenue source, Perhaps We’re talking about revenue. Right now. 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Thank you so much. Thank you for being with us pleasantries to the podcast audience. Now, let’s go back. Teo. Aisha Nyandoro. Um Okay. So you’re over this stalking thing. I tell you that. It sounded like social, social, seeking out. That sounds like stalking to me. All right, all right. Maybe that’s just my warped head. I’m willing to admit that. That’s just my warped perception of Okay, Um all right, so All right, so we got to keep them engaged. Well, let’s talk about a little bored conflict, I’m sure through the years, um, you’ve had conflicts, uh, whether it was you and a boardmember or between Boardmember Sze. I mean, all the personalities through all these years couldn’t have gotten along perfectly. What do you What’s your advice around around? Let’s say boardmember to boardmember conflict. So thankfully, I have not had any my board. I kid you not. I have had no boardmember boardmember conflict. I have had no conflict with my board members, and I didn’t even know there was a thing. And you brought it up. Oh, come on. That’s it. You know, So that had that I am not had that issue. I would. So for me, I feel obviously, personally powerthru fiction currently have not had that issue. I have a board member on the board before I’ve had conflict come. And when that presented itself for me, I have a decision to leave that board because I felt like my expertise was no longer thou you’re needed. And since for yeah, it’s almost like, you know, I don’t have to be somewhere where I’m What is this? That I am bringing to the table is no longer respected. So I just decided to bow out and leave that process altogether. Yeah, okay. That’s that’s extreme. It must have been bad, you know? Interesting. I don’t know. Have executive that work today help duvette differently. I don’t know, but for beauty, you know, that’s what I decided to do. But I have not had. I’ve not had any conflicts that I’ve had to revive. And hopefully, you know, we will not get to the place where we have a conflict that we have to resolve. What I invest heavily in my personal relationship to each one of my board members. We try to make sure that we’re investing in the Boulder members knowing each other like you know what I said earlier? We have come together and Mr fifty twice a year, and we do build in the social time when we get to mess and have dinner and, you know, try to make sure that we know what’s going on with each other’s families and those things. So we really are trying, Tio. It’s a model, a culture of community as organization because so much of that, as you know, our forward facing work. So we really are trying to model what it is that we say we believe in. Organizationally. All right? And it’s a testament to your recruitment process, like you just said that. But you haven’t had those conflicts. But I’m going to put you in a hypothetical. Suppose you did suppose. Suppose you had a, um suppose you had a difficulty. Lets one that I think is kind of common like one boardmember on dit may not be the chair. It might be, but it might not be just like overbearing in the meetings. He or she talks successively. Take successive time. Ignores the agenda Times fell in every guard, every day that little gee up to the board here, to have a conversation with her counterpart and to resolve that and really point out to them that OK, there’s a process. And we really want to make sure that we’re being mindful Arrival of rule and everyone has an opportunity to be heard and share. So I would act in that regard. I would ask the board chair to step in and have a conversation with her counterparts. Okay. Starting challenge new words that space that I feel like basis, it. And with that, I don’t think that that will be my responsibility. Um, manage that situation. Okay. So peer-to-peer and sort of Pierre. I mean, there is an authority. The board chair is invested with authority over the board so that it’s not exactly peer-to-peer, but I mean, like, volunteer to volunteer. That’s what I mean. Peer-to-peer. But the board chair does have that authority that everybody recognizes. Okay, you know, and I guess if it’s not, if it’s not resolving. You would have to talk about removal, which has never happened for you. Yeah. Gosh, so hard. But yeah. I mean, if the person I don’t know Well, let’s talk it through. I don’t mind talking through. I mean, what if the person is not coming around like they’re just like, Yeah, I like the person’s not coming around. They have made a decision that they no longer want to be there. So I just feel like I don’t like they would have removed them, sells the best situation, You know? I don’t know. B a no. Okay, Well, hopefully they would, um, hopefully they would, but if it’s not once again that will be. Then I will be for the board and, you know, to have a conversation about that in the board chair to make it, you know, toe accent individual to remove themselves from the border to leave the board. Okay, there again. You would lean on your board chair. Yeah, I would have a lien on my board here. Okay. And you’re like that would happen from I think that you have aboard here if head to govern the board. Okay. So, yeah, I would lead on the boys here for that. I can see that. Because, you know, if if you if you were stepping in, then then you’re sort of, you know, your usurping the authority of the board chair. Exactly. Yeah. I want to use the word you starting. Exactly. That’s exactly right. And usurping the usurping the role of the boards here. And quite frankly, stepping out of order, it’s some regard. So you have to resist. Expect that structure that is put into place, put in place for a reason. Okay. Um, are you a member of the board? Uh, ex officio member. I am that you’re not Okay. I know a lot of lot of CEOs are, but they might not be voting. They typically not voting board members because that’s a conflict. Jean Takada and Jean Takagi. And I’ve talked about that. He’s our legal legal consultant, but a lot of but a lot of CEOs are members. OK? You’re not OK. I’ve seen it both ways. And what would you do? So then? I mean, let’s take it a step further. The person is not stepping down. The board chair has done whatever she can. It’s not. It’s not. It’s not effective. Now you’ve got You’ve got a lot of tension on the board. What are we going to do? What would you do? We’re putting out of spite. CEO Seo is the board. Members of the board chair has acted to step down and they’re still not stepping down. I mean, really, alright are not pay. Okay? Alright. He’s maybe she hasn’t asked her to step down, but the all right, Well, I guess a tension continues to build. Then you were just at the person to resign and Yeah, actually person Terry. Okay. Okay. I got you. I got you. Um, how long? How what do your board terms? How long term. So we have your first term of three years. And then you have an option of doing another three year terms that you could do a total of six years. Okay, On our board have you had very many people take take you up on the second the second term? Everybody. It’s a great organization. Yes. There’s never any conflict on the opportunities to spread our board. That’s right. So they thought was going on utilizing their expertise. Who? You know, I’m not wasting their time. I’m not over the banding. I get to parties in here. I get to parties a year in Jackson. I mean, who would turn all this down way walk away from that after three years? I know. I can’t imagine it. All right, we got a carvery way, Got takeout. Very last break. Think about what you want to talk about because I’m going out. I’m going to turn to you and because I’m kind of out of topics. But that doesn’t mean we’re done so think about what you want to talk about. Text to give can use more money a second way. The second revenue source. Here’s another one mobile e-giving learn about it with texted Gives five part email Many course fiv e mails once a day That’s a ce faras. You are away from raising more money on raising it through mobile giving. It’s There’s not a big hurdle to get started. All the gifts are not necessarily small. Lots of misconceptions overcome in this mini course, which I took to give them any course. You text NPR to four, four, four, nine, nine, nine. And we’ve got lots of time left. Several more minutes left for your CEO, board chair, Relations. I What do you, uh what do you want? Talk about? What do you want to talk about? Teo? No guy and I was just throwing some things. Nothing specific. I was just you know, I was just trying to generate some ideas about CEO board. Um, stories You got any cases? May be a difficult case. Um, good case. Somebody he wasn’t feeling so good or they were feeling a little disappointed. You were able to bring them back up. Anything like that. What do you mean? I wasn’t feeling so good year. We’ll bring them back. Well, like, you know, they they felt like they were. They were They were not so and not his engages they wanted to be. Or they I don’t know. I’m just I’m just kind of throwing things out. I don’t have You don’t get your board members to ask them what the troubles are. I didn’t I didn’t go to your board and say what? What story. Should I ask? I used to tell I didn’t do that, so I don’t have any of that personally. But I was thinking, you know, we’re thinking about CEO for relationship. I was thinking about the truly smile organizations that you know, the three four, the number board just really start up. Some start up thinking about how, in so many instances, especially when you’re what do your their smiles from Thompson’s feeling like your mom and pop were startup or whatever. The whatever the situation may be that at some time it the board relation can suffer because you feel like so much of your work really does have to be with building the organization and actually doing the work and the service and being a community of whatever it is, you know, really living out that mission. And so this morning, the caution folks that you know as the CEO of executive Power, whatever the title, maybe you know the board relation. As I said earlier, it’s really a big part of your individual mission as the leader of the organization, and you should really look at that as a significant piece of how you get to doing the work in the community and that just be so forward, facing something so many times you feel like you have just have to face outward. And you should, you know, really figure out how to do both simultaneously, the outward facing, you know, the leader of the organization. But then also making sure that you’re looking inward and challenging your board members to help, um, be strategic and supporting us necessary as you’re not placing folks shit. Do not be afraid of their board members, amazed at the number of CEOs and talk to who really don’t feel like they can call and have on his conversations with their board members. And so really challenging folks, just really, you know, invest in a time necessary for those relationships and, you know, don’t have individuals on your board that you don’t feel like you can work with. That. A personal. It’s what was professional. Yeah, investing. So how did I guess you’ve heard this from colleagues? You know, Piers, how did they get to that point? How did How did somebody get on their board that they didn’t feel comfortable working with and tapping, you know, because they Because other boardmember recommended him, and they didn’t feel like they could say no because that person has a really great reputation in the community and just not not leaning into their leadership and understanding that you can say, Oh, I don’t think this is a great fit for this organization And, oh, you know, just because they’re doing x Y Z over here doesn’t mean they need to be doing a B C with us. And so it really does go back to, you know, a CEO having their voice and recognizing that I have a say So what the organizational board looks like and that you really do have to a voice that, uh, yeah, on that goes back to the recruitment process. Yeah, and that there’s a lesson there that the community leaders, the prominent people in town, uh, or the air in the state, You know, whatever are not necessarily the best board members for you for your organization, Wade. Yeah, a lot of times else. Individuals out, you know, could be on four or five different boards already on it. They could be doing great work, and it could be, you know, amazing people and that means, and you didn’t even they don’t necessarily put them on the board. You put them on a committee or something, you know, last sametz needed, but yet it doesn’t mean they necessarily have to be on your board. Um, so just, you know, knowing what it is that you need and being being really strategic with the limited seats that you have, because, you know, you have a limited number of seats that you can feel in your board. So, thinking through what makes the most sense for they’ll seek section have Okay, we got just, like, forty five seconds left, So I’m gonna leave it to you, Teo, give parting thoughts, My parting thoughts. That’s a lot of really think it will affect your relationship between the CEO and the board chair. And that relationships should be one of mutual trust and respect and openness. And it is a beautiful being. One done, right? Awesome. Thank you very much. Thank you so much, Tony. I appreciate pleasure that our flu she is she is ceo of springboard opportunities. You can follow her at Aisha. Underscored Nyandoro, and you find springboard at springboard to dot or GE next week have ever let you down. I know one time there was the fermentation show. I was young. I was naive. It was a youthful transgression, locker room banter. And to the extent I may have hurt some hyper sensitive people who might have been unreasonably offended, I deeply and sincerely wish I could apologize for the fermentation show. If you missed any part of today’s show, I beseech you, find it on tony martignetti dot com. We’re sponsored by pursuant online tools for small and midsize non-profits data driven and technology enabled. Tony dahna slash Pursuant Capital P by Wagner CPAs. Guiding you Beyond the numbers regular cps dot com. Bye, Tello’s credit card and payment processing your passive revenue stream, Tony dahna slash Tony Tello’s and by text to give mobile donations made easy text. NPR to four four four nine nine nine Ah, creative producer is Claire Meyerhoff. Sam Liebowitz is the line producer shows Social Media is by Susan Chavez. Mark Silverman is our Web guy and this music is by Scots. Dine with me next week for Non-profit radio Big non-profit ideas for the either ninety five percent. Go out and be great. What Wait Thank you. 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