The goal of his conversation is for community foundation leaders to explore their role in helping leaders, regardless of sector, build the collaborative capacity they need to address community-wide challenges and opportunities.
Chief Executive Officers (CEOs) help shape public issues, inform public debate, and unites community leaders on matters of public concern, among various other duties. Recognizing the responsibilities of foundation executives, The Council has developed a wide array of leadership resources to provide CEOs with the expertise and tools they need to be most effective.
In-Depth knowledge on CEO Leadership & Development
Non-profit searches for a new CEO generally take a minimum of four months, and can take as long as six to eight months. A clear sense of mission and a well understood position description for the new President and CEO will be absolutely essential for success in identifying and, more importantly attracting the right kind of person. This kit includes a look at finding an Executive Search Firm, sample timelines, job descriptions, and compensation.
Merede Graham of the Namaste Foundation offers her perspective about how generational succession is helping shape her family foundation.
The First 100 Days is not intended to be a comprehensive job description or in-depth exposé on the giving officer’s career; rather, it will help you, as a novice in this role, prioritize your activities during the early stages of your transition.
Examines the challenges of preparing the next generation for leadership in the family foundation.
This board briefing will help your board consider three main questions: what are the advantages and limitations of CEOs on boards? If the CEO is on the board, should he or she have full voting rights? How do your colleagues approach this decision?
Overview and frequently asked questions about CEO succession planning.
Strategies for building a successful CEO-Board Chair relationship.
The Internal Revenue Code provides excise tax penalties that can be imposed by the Internal Revenue Service whenever unreasonable or excessive compensation is paid to high-level employees of charitable organizations. Over and above any legal requirements or public scrutiny, good stewards of philanthropic resources should go the extra mile to be certain that levels of compensation are reasonable. Thus, the Board of Directors of the Council on Foundations strongly urges all foundations to take great care in reviewing and approving the total executive compensation paid to all high level employees, particularly the top executive. When examples of excessive compensation come to light, they receive considerable media attention and negatively influence the perception of foundations and other charitable organizations in the minds of elected officials, their staff members (especially on Capitol Hill) and the general public. Most frequently, the examples that are publicized involve compensation paid to the president or chief executive officer.