Not-for-Profits frequently enjoy a purpose for being that more easily draws people with skill, experience and enthusiasm to their staff organizations and Boards. Board members are attracted by the opportunity to share in a corporate mission that is often trying to do some good for a part of our society that is struggling. Individual Board members resonate with the mission and see their skill set as helping further the goals and make a difference. For an experienced executive this is a great opportunity to give something back to society. And with a scenario like that for a not-for-profit, what can possibly go wrong with Board governance?
I draw upon three examples from my own Board experiences to demonstrate that speed bumps can (and will) occur.
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