JSC Consulting, LLC

Tom Lefebvre

Jerry Covey — Tue, 05 Apr 2011 21:56:18 +0000

“Excellent book of basics helpful for both current and incoming board members along with the senior leaders that regularly engage with their Boards. Hits a variety of key topics in simple understandable formats that are a must for any non-profit governance. I am currently recommending this to CEO’s & Executive Directors within the non-profit health industry as a helpful tool in clarifying roles & expectations for both the Board & Senior leadership. A much appreciated orientation & reference book.”

Bob Crumley

Jerry Covey — Fri, 18 Mar 2011 18:59:19 +0000

“In education, where we work with individuals who are each different, each with unique values, emotions, learning styles, and leadership styles, we are working in a very complex context. Colin Powell once said, “Great leaders are almost always great simplifiers, who can cut through argument, debate, and doubt to offer a solution…” Jerry Covey’s book, Board Basics, does just that, simplifies and articulates sensible solutions. Thank you Jerry, for taking the time to put your decades of practitioner leadership experience into such a user friendly guide for our board and staff to use.”

Mike Dunleavy

Jerry Covey — Fri, 18 Mar 2011 18:58:09 +0000

“Jerry Covey lines out perfectly what is needed by new board members of non-profit organizations. In language easy for all to understand, the author hits upon the major areas needed to be a successful board member. The information contained within the book will give all new board members an excellent head start as they endeavor to help their respective organizations. As a former superintendent of schools, and current school board member, I view Covey’s book as a must read for all policy makers and administrators intent upon work in non-profit organizations.”

Lisa Bower, ForeWord Clarion Review

Jerry Covey — Fri, 18 Mar 2011 00:32:22 +0000

“★★★★★ Five Stars (out of Five).
Board Basics offers realistic advice to existing or new non-profit board members. Everything from the creation of an agenda and budget to orientations, self-evaluations, and a rich discussion of boundaries and governance is covered in this volume. This primer is an important resource for newly announced board members or experienced members who want a refresher about their responsibilities.

Covey writes in a clear and effective manner. The fast-paced chapters include relevant tips and advice while avoiding jargon-laced language. This means that people of all ages and backgrounds will be able to learn about the non-profit world and what to expect. This book is easy to read because each chapter is broken down with headers and bullets. Though a slim volume, this primer feels complete because so much ground is covered in less than a hundred pages.

Board Basics breaks down the role of a governing board into sections. This is more than listing the different duties linked to such a responsibility. Instead, Covey explains the reasoning behind different tasks like an audit or board member orientation. These explanations continuously remind the reader of the relationship between the board and the non-profit it governs.

Reading this guide will take little to no time but will certainly benefit both experienced and novice board members looking to stabilize non-profits and help such groups grow to realize their full potential.”

Listening

Jerry Covey — Tue, 30 Nov 2010 09:31:04 +0000

Getting an earful of what you don’t want to hear is never fun. Thinking back to your childhood, if you were ever in trouble with your mother you understand a thing or two about how her context and perspective influenced her interpretation of events. It’s probable that you also learned how to listen attentively and bite your tongue until it was your turn to talk.

Those “mother” lessons serve nonprofit board members and CEOs very well when dealing with issues that arouse the passions of others. Take the issue of context. My dictionary defines context as the circumstances or events that form the environment within which something takes place. It also defines perspective as a particular evaluation of a situation or facts from one person’s point of view. When combined, which they always are, context and perspective lead to beliefs and interpretations that at times challenge and perplex even the most skillful communicators.
Now, just to up the ante on listening, let’s throw in culture – the beliefs, customs, and practices that drive the communication style of a particular group of people. The impact of culture on how people communicate varies greatly ranging from passive, aggressive, assertive, or some combination thereof. Understanding the culture of other speakers invites a deeper and more accurate appreciation of their messages.

So how can a leader wade through all of these communication variables and succeed as a listener? Let’s look at three universal listening strategies.

Attention
Give your undivided attention to each person who speaks. Attention is the
underpinning of successful communication and is a professional expectation for all leaders.

Body Language
I cannot tell you how many times I’ve seen leaders roll their eyes, fidget in their chairs, or somehow disregard others who are speaking to them. Leaders are expected to act appropriately at all times. The premise here is that professional behavior on the part of a listener invites professional behavior on the part of the speaker.

Restate the Other Person’s Points
An accurate summarization that incorporates the context and perspective of the person or persons who have spoken, communicates sincerity and understanding on the part of the listener. It also provides opportunities to correct factual errors and to share other perspectives on the issues at hand.

Listening, like other leadership skills, can improve with time, practice, and commitment to important lessons taught by our mothers.

Fiduciary Responsibility

Jerry Covey — Tue, 23 Nov 2010 09:20:47 +0000

Occasionally, I hear nonprofit board members mention their “fiduciary responsibility” usually in reference to caring for their organization’s finances. While financial oversight is certainly an important part of a board’s fiduciary duties, the term fiduciary takes into account a whole lot more than budgetary functions.

In essence, fiduciary responsibility is a special trust relationship between a governing board and its stakeholders. The relationship grants the board legal control of organizational resources and the power to act on behalf of, and for, others. From another view, a fiduciary is a guardian charged with protecting and advancing both stakeholder and organizational interests.

It’s unlikely that you’ll find a specific policy or bylaw called fiduciary responsibility in an organization’s charter, bylaws or policies. What you will find within these documents are specific duties and responsibilities that grant authority for the board to act as the organization’s fiduciary in all matters.

In my book Board Basics: A Primer For Nonprofit Board Members, I identify the board as the arbiter and protector of stakeholder interests. Those inclusive terms speak directly to fiduciary responsibility.

If you want to spark an interesting discussion, ask your fellow board members to list their five most important fiduciary responsibilities and then match up their list with other board members.