If you’ve experienced a bad leader and a great leader, you know the difference between the two can be night and day. But how do we turn those feelings into real action to develop great, future-ready leaders?

I have encountered several nonprofit boards meddling in their organization’s operations rather than using their energies for the real job of governance and building relationships with donors.

Strategic Planning is an oxymoron. There is strategy and there is planning. Put strategy first--its where the action happens.

Nonprofits can learn from Dr. King’s approach to his aspirations. It all starts with a big dream.

Annual performance reviews for the nonprofit executive do not have to be seen as a burdensome chore for the board. They can be positive and enjoyable.

As each year draws to a close, I encourage organizations look back over the past months and make a list of their accomplishments.

The California Attorney General has stipulated that charitable organizations with annual gross revenues of $2 million or more are subject to the audit requirement.

Embezzlement -- fraud committed by employees and volunteers -- is especially painful in community nonprofits.

A well-functioning board of directors is not only essential to meeting legal requirements but also critical in helping a nonprofit achieve its goals and mission.

Financial oversight is one of the most critical responsibilities of a nonprofit board of directors, yet many boards fall short of optimum performance in this area.