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We hired the Goehner Group and they were a great fit for us. We found that our campaign needed someone to be a working leader and coach,...
J.R. Loofbourrow ( Mount Hermon, California )

Whose Vision is it, Anyway?

I’ve invited my colleagues (and CCI veterans) Dan Bolin, Brian Ogne and Neil Fichthorn to talk about how board-director unity on vision issues can be achieved.

DB – Although vision tends to emerge from an individual, not a committee, God-given vision isn’t a one-man show. It must be confirmed and supported by the entire group. Through balance and consensus, board members and the director alike contribute to a fully developed vision.

NF – When there are differences of opinion or viewpoint among the decision- makers, each needs to have an opportunity to express his opinion about where the organization needs to go – without resorting to emotional appeals or outbursts. Therefore, it is usually unwise to use a confrontational style of communication when building consensus for a vision.

DB – It’s OK to disagree, but make sure to practice good stewardship and model Christ’s love so as to preserve the ministry. Don’t get entrenched in your own opinions. When people abandon their commitment to consensus and start talking about “my” vision, someone needs to find out if the Lord’s wisdom – or personal agendas – is prevailing.

BO – A wise director will test-market his vision with his board and staff. There have been times when I’ve gotten too far down the road and heard my staff say, “Hey! What about the people, money and other resources we’re going to need?” The board is responsible for making sure resources are available to bring the vision to life, but there must be open discussion and solid agreement on direction before beginning.

NF – Directors who listen to the constituents – adult guests, camper families, staff, board members, donors, peers and experts on camp growth – gain a lot by learning people’s views on the proposed vision/direction. That information, in turn, allows them to adjust their plans as needed.

DG – Listening often and well is extremely important. Recently I met with the pastor and elder team at a mid-sized church. The pastor was eager to begin a major building program but they really needed a feasibility study before proceeding. Unfortunately, the pastor wasn’t interested, stating, “God gave me a vision for this project and He will lead us through.” It is easy for some camp leaders, too, to spiritualize and protect their projects, refusing to seek the counsel and accountability of others.

BO – A great way to approach any decision-making task is to develop a prayer team, well before the decision is made. By asking God first – not after the vision has already been launched – all the issues can be bathed in prayer to see if God is confirming the direction.

DB – Many camps and conference centers these days are forming new visions in order to keep them viable for both ministry and business in the years ahead. Be sure to begin with a brutally honest assessment of where you are now – what is working, what is not, where the weaknesses are, and where new opportunities for ministry exist. Consider your core ministry and program competencies, heritage, available resources, history, donor base, internal and external cultures, and begin praying for God to show the organization where to put its efforts.

BO – Focus groups comprised of key constituents can help us find out if we’re serving the right people in the right way. By asking them what they need most from us right now and how the ministry is meeting those needs, we can find out how our vision should be changed. If the organization’s vision isn’t evident in the changed lives of children and adults, something is wrong.

DB – We want to make sure our vision energizes people and our staff, but we also must guard against losing our own character along the way. Always ask: Are we – as the director and board members – in tune with God, living a life that’s honoring to the Lord?

DG – Nehemiah was all about vision and leadership, but he had to embrace risk (asking the king for resources) in order to answer God’s call on his life. It was only after a great deal of prayer and a clear understanding of what God was asking him to do, that Nehemiah was able to pursue his vision successfully.

Keeping the Peace

Taking the Lead in Healthy Board – Staff Relationships

Picture this: A member of the camp’s board arrives at camp and encounters the director of maintenance.

“Jim,” begins the board member, “Have you completed the lounge carpeting in the Adult Lodge? Our church’s leaders will be here in two weeks and the lounge must be finished.”

“Well, sir, the director asked me to put that project on hold because our summer staff comes on Friday and the cabin upgrades have to be ready before our campers arrive in 10 days.”

“Is that so?” the trustee answers angrily. “I think you need to reconsider your priorities, Jim. I am a board member and will not be embarrassed by lousy carpet in the lounge when my church arrives!”

Sound far-fetched? Couldn’t happen at your camp? Think again. Camp and conference staff men and women tell me that kind of interaction happens too often, producing results that are not very pretty. Here are six guidelines for avoiding this problem and encouraging healthy relationships between the board and staff:

  1. The board’s only employee is the executive director. As we have already discussed, the CEO is the only staff person who reports to the board, and the board should not attempt to supervise any one else.
  2. Board members must know when and where to fill a variety of roles. To emphasize this need, one chairman brought hats labeled “Board” and “Volunteer” to a board meeting. There is a difference! When a board member agrees to serve under a camp staff person, for example, the ‘director” or “trustee” title is set aside. Their job is to work for the staff member, just like any other volunteer.
  3. Don’t make or facilitate “end-runs.” Politely but firmly refuse to participate if staff members try to talk with you regarding organizational issues, including (but especially) the executive director’s role. His or her job performance should be reviewed during their annual evaluation by the board, not by staff.
  4. Occasionally, ask the staff to report on their area of leadership and ministry at the board meeting. This provides an appropriate forum for board members to hear from those people actually leading projects and conducting ministry.
  5. Create opportunities for staff and board fellowship throughout the year. Holiday gatherings, end-of-the-summer bar-b-ques and retirement parties are great times to let staff know they are appreciated. Such occasions also give the staff a chance to know and value board members.
  6. Pray regularly and knowledgeably for the staff and their families. Having directed two Christian ministries, I know that loneliness often accompanies leadership. Knowing people are praying for you is a wonderful blessing, and it helps build significant spiritual relationships within the organization. Lead the way in finding meaningful, appropriate ways to appreciate your staff; pray for them; respect the lines of communication and authority; and know the difference between volunteering to serve a staff member and volunteering to serve the entire organization as a board member. By doing so you’ll foster an authentic community of Christian professionals carrying out effective ministry to people God loves.

Call for the Question

  1. Do you know the appropriate board hat to wear when you visit your camp?
  2. Have you been guilty of end-runs around the executive director?
  3. Are you aware of – and praying regularly for – your staff’s current needs?

CEO Evaluations

Evaluation of the Executive Director: Goals, Processes, Resources & Cautions

Evaluation of Christian leaders is a hit and miss proposition. Some organizations and ministries do a very effective job of annually reviewing their Chief Executive Officer. I’m aware of other situations where a leader served for seven years and had to ask for his first evaluation. Many other leaders receive their first evaluation when they’re asked to leave.

There is a better way. I propose that the Board Chairman and a Board Personnel Committee develop an evaluation process, which will be helpful to the Director, as well as provide accountability to the Board of Directors.

I recommend that you consider an evaluation as a way to measure the Director’s effectiveness on bottom line results.

Here are some of the areas for evaluation:

  • The quality of information and recommendations to the Board – The Board should be receiving timely reports with full disclosure of all ministry issues, progress, results and difficult issues.
  • Execution of the mission – The Executive Director is responsible to carry out the mission of the ministry through his work and the efforts of the staff.
  • Overall financial health of the organization – This includes operation income, capital income and the building of an endowment fund.
  • Organizational support – The extent of support for the organization through programs, volunteers and effective public relations.
  • Staff management – Are the staff growing as individuals and professionals? How would you evaluate the new staff the Director is hiring?
  • Measurable progress toward long-range goals – A three to five year ministry master plan can serve as an on-going guide to evaluation.
  • Success in achieving the goals set forth in the previous evaluation – The Board and Director should agree on the goals for the next evaluation period, i.e., next year.
  • How well he/she works within the job description given by the Board – This means evaluation of all aspects of the Director’s work. The key points of the job description should be discussed with feedback on areas for improvement, as well as positive reinforcement on the areas of accomplishment and growth.

Here are a few good rules for evaluation of an Executive Director.

  • Don’t ask the staff to evaluate the Director. It can easily lead to end-runs around the Director to the Board and vice versus.
  • Consider the formal evaluation a positive attempt to improve the Director’s performance. An evaluation should be viewed as a pro-active, positive act.
  • Emphasize the area of performance that reflects the organization’s priorities. The Director needs to keep priorities in order and the evaluation will help to demonstrate if the priorities are focused.
  • Encourage dialogue between both parties. This is not a monologue delivered by the Board Chairman. Rather it is a dialogue with lots of give and take and positive interaction, as well as suggestive ways to improve.
  • Focus on the Director’s performance…not on his or her personality. As soon as it becomes personal, everybody loses.
  • Recognize and reward the Director’s positive achievements – It is important to celebrate when the Director has not only met goals, but also exceeded them.
  • Set measurable and timely goals to correct any deficiencies in performance. If there are areas for improvement, there must be measurable goals as to how improvement will be determined.
  • Review the evaluation process each year when you have completed the most recent one. Every evaluation process can be improved upon.

What are some sources of evaluation forms and helps? Warm Beach Christian Camps and Conference Center has developed a very good evaluation form for their Executive Director, Ed McDowell. I suggest that you contact Ed at This e-mail address is being protected from spambots. You need JavaScript enabled to view it . In addition, the Non-Profit Foundation Board has timely materials, which can be purchased to assist in this key area.

Any time an evaluation is completed, compensation must be considered. A good merit pay system will allow a Director to grow both professionally and personally, as well as having a strong sense of accountability for their performance.

The process is important, the timing is critical, but most importantly the evaluation must be done on a regular basis. To fail to do this is to fail in the role of being a good Board of Directors.

Selecting Board Members Who Will Make a Difference?

The selection process of board members for camps is often very haphazard. A board member has a friend who has a friend who might be interested in helping the camp and presto, that person now joins the board.

There are some tried and successful methods of identifying, selecting and evaluating board members which can make a difference in the overall effectiveness of your board.

The identification process is extremely important and has three key ingredients:

  1. Establish a profile and a job description. It’s imperative that you know the type of individuals you are looking for and that there is a specific job description that outlines the expectations of board members. The greatest complaint I hear from volunteers is that they have no job description and the expectations are never clearly discussed prior to joining the organization.
  2. Constantly develop a prospect list. You must have the right target in order to get the right kind of people. Prospecting for board members is just as important and perhaps more important that prospecting for major donors.
  3. Determine their readiness and commitment in three key areas:
    • Financially (wealth)
    • Time and Energy (work)
    • Use of Wisdom and Talents (wisdom)

    Dr. David Hubbard, long-time President of Fuller Seminary, sought three characteristics in every board member: wealth, wisdom and work. That’s the equation that I think makes the difference. Board members need to know how to deal with wealth, i.e., help to raise more and, hopefully, some of them have wealth. Further, they need to use their wisdom in making good decisions and they need to use their time and energy to work on behalf of the organization.

The selection process is equally important. If boards use a bad process, the result is the wrong type of people. It’s important to have a board membership committee with the following key responsibilities: selection process, prospect list, communication with nominees in conjunction with the executive director, bring final nominees to the board for action, check references and interview each candidate in conjunction with the executive director. The executive director needs to be part of the recruitment process as well in helping to recruit prospects, meeting with the membership committee to review the candidate list, sharing his vision for the ministry with all the final candidates and interviewing the candidates in conjunction with the board membership committee.

The rest of the board is not excluded from the process. My experience as a college trustee is that the best prospects come from individual board members who refer those people to the CEO and the membership committee. The board as well needs to review and approve the final candidate list before people are actually accepted as board members.

One of my chief concerns is the type of information packet which is presented to board member prospects. I think it needs to include the following:

  • An outline of the selection process
  • A board member profile
  • A board position description
  • The organization’s statement of faith
  • A brief biographical questionnaire

Finally, good boards hold themselves accountable through an evaluation system, high expectations and the ability to perform. The key to both accountability and evaluation is the board chairperson who must provide leadership and set a high standard for the quality of boardsmanship in the organization.

In a day when a lot of non-profit organizations are struggling, those that are very successful generally have excellent boards. My challenge is that you pray, work diligently and target individuals who will raise the level of professionalism, spiritual commitment and financial resources for your ministry.

  1. Does your board have a job description?
  2. Is there a board handbook?
  3. Do you have an active board membership/nomination committee?

Getting Personal: The Board’s Role in Fundraising

Today’s Christian camps and conference centers are very sophisticated ministries reaching thousands of people annually and, therefore, need professional leadership and stewardship at the board level. Excellent boards and their members reach their fund-raising goals by following six principles:

The board member must embrace and champion the vision and mission of the organization, regularly speaking about it to close friends, acquaintances and others who can make a difference in the ministry. It is imperative that the camp you serve be one of the top priorities in your life, after God, family and your church. Ministries occupying a significant priority in a person’s life produce financial results. This truth is reflected in Jesus’ statement, “Where your treasure is, there is your heart also.”

Every board member should be a current donor but, in fact, the boards of many camps can conference centers have more than 50 percent of the board who do not give! These are often the same individuals who seem to have difficulty understanding why the ministry is struggling financially and why others are reluctant to contribute. Every current and potential donor has a right to ask if all board members support the ministry with their own personal finances. Any answer except an enthusiastic YES! should be unacceptable to the organization.

Assuming the camp has a resource development plan, every board member must be committed to its success. If such a plan doesn’t exist, it is the responsibility of the board to insist that their ministry have — and use — one. Development, i.e. gift income, must be one of the two major revenue streams in camping. The other, of course, is operations (adult guests, campers, families, facility rentals, etc.), and is driven by marketing. Marketing and development are coordinated so they operate in sync, mutually supporting and enhancing one another.

Because special events allow the camp to meet donors, raise money and raise the level of awareness, board members should serve as hosts, bring guests and encourage others to participate. One Christian camp planning a major fund-raising event discovered that only one of its eight board members would be able to attend. As their consultant, I insisted the event be canceled. If it was not important enough for board members to attend, why expect donors to participate?

Board members need to provide referrals that open doors to mid-level and major donors. Research and experience alike confirm that people give to people (not programs), and friends give to friends (not concepts). This means that board members can help development staff and the executive director reach individuals who are otherwise inaccessible.

Finally, board members should be willing to be trained in development and fundraising. You don’t have to be a full-time fund-raiser or development expert…simply know how to introduce people to the ministry. Your willingness to learn will help people understand and connect with the mission of the organization in such a way that a gift may result.

Camps and conferences need board members who give financially to the work, help raise resources and see with “development eyes” — eyes which understand that people want to help effective ministries grow. Finding ways to give donors opportunities to do so is an awesome, rewarding opportunity in itself. Are you ready?

21st Century Boardsmanship

I still remember very vividly my days as a college student in Southern California during the late 1950s, when the board of trustees met on campus. They all dressed in suits or fancy dresses, appearing remote and mysterious. Ironically, within five years I was directing a startup youth ministry, which included the daunting experience of forming a new board. Not surprisingly, I made some bad choices as a young leader, but thanks to God’s grace and some wonderful board members who mentored me, I matured in both the ministry and my understanding of boards.

For the past 15 years my board experience has included working with numerous camp and ministry boards as a consultant, and serving as a trustee for my alma mater. That’s right, I’ve come full-circle. Now I’m one of “them!”

This column is devoted to the issues we board members face, such as: the role of the board; how to choose board members; identifying policy and other types of boards; boardsmanship evaluations; and evaluating the CEO. Are you a board member of a Christian camp or conference center? If so, I hope you’ll read this feature each month and respond with your comments and questions. Please send your feedback to This e-mail address is being protected from spambots. You need JavaScript enabled to view it or the magazine at This e-mail address is being protected from spambots. You need JavaScript enabled to view it . This space in “CCI Journal” is especially for you and the strengthening of your board. In our first two columns, I’ll discuss the type of board needed for camp, conference and retreat centers in the 21st century.

What does it take to ensure effective leadership for these key ministries? I believe it all starts with boards that are mission-driven. Here’s what I mean: the mission-driven organization blends the ministry’s heritage and purpose. We can’t (and shouldn’t try to) live in the past, but neither should we worship the past. Someone has said that the seven last words of an organization are, “We’ve never done it this way before!” At the opposite end of the spectrum is a deadly form of organizational amnesia – forgetting your heritage and trampling down what God has accomplished through the pioneers of your ministry, ignoring what they valued and sacrificed in order to build the organization.

Executive directors with their plans and visions will come and go, but the board must keep the mission and purpose. Maintaining a healthy tension between forward movement and respect for the past is the responsibility of the board. Unfortunately, many board members speak only in the past tense, bemoaning the ministry’s present need for vision and growth. “It isn’t like the old days,” they will say, “when we all came for camp work days.” Camp work days are fine – as long as they contribute to the camp’s mission and current direction, not simply to perpetuate an old tradition that only pacifies those who long for a return to the “good old days.”

Which brings me to the second key model for board members: a professional attitude. Because boards can no longer function on the “good ol’ boy” system, we need men and women who are comfortable in a professional environment, and have experience in business, technology, the professions, ministry, human resources, and leadership.

Several years ago, while working in a small community with an education foundation, I discovered that a small group of the “good ol’ boys” pretty much ran the town; nothing happened without their approval. Sadly, I’ve encountered similar situations at Christian camps. Some board structures are such that the same group of individuals or families (in the case of some camps) control the board. In other cases, this type of power structure has developed in boards populated by longtime volunteers who supported giving of time and labor, but little else. In other instances, high-control/low-accountability board members have simply recruited and retained only those who agree to fall in line and rubber-stamp their decisions.

As a result, I have often heard Christian leaders talk possessively about their ministry, their organization, their board. In nearly 40 years in Christian ministry I’ve almost always found board members of these organizations to be yes-men or women who uncritically endorse the executive leader’s plans, visions… and foibles.

In contrast, I believe the best boards of the 21st century are known for their ministry ownership, stewardship, and leadership. Board members are the corporate owners and their behavior – especially as it relates to CEOs who tend to lead in a high-control, unaccountable manner – must reinforce that commitment. This caliber of ownership requires an investment of the board’s individual and corporate time, energy, resources and vision to govern the ministry well.

At one time I consulted an organization whose rubber-stamp board had allowed the president to bring the ministry to the verge of bankruptcy. My task was to give the board courage to function like a board and make the changes necessary to bring the organization into alignment with its mission and core values. Today, this ministry is healthy and thriving, but only because the board became The Board – not the president’s personal facilitators.

The fourth key to an excellent board is organizational health. There are many sick organizations in the world of non-profits and some of them are found in our camps and conference centers. Anne Wilson Schaef and Diane Fassel’s book, “The Addictive Organization,” discusses how organizations deny, cover up and avoid problems, resulting in dysfunction and ineffectiveness. We worked with an organization (which no longer exists) in which the CEO and Board Chairman discounted our counsel regarding organizational health. They felt we did not understand their culture and they also kept the report from denominational leaders who could have intervened and restored the organization to health and life. Coincidentally, the denominational leaders felt our analysis was accurate.

Frankly, there are numerous camps and other ministries that are led by dysfunctional individuals who are not held accountable by their boards. At the same time, the ministry landscape is littered with the shattered lives and careers of camping people from organizations where the board is dysfunctional, even destructive. For example, directors who are fired illegally or suddenly evaluated without proper notification or preparation.

As board members, we have a responsibility to be spiritually, emotionally and physically healthy, and to challenge our staff members – especially the CEOs of our organizations – to follow our example. Board members who are mission-driven, good stewards and professional will help create a healthy organization where people like to work, where God is honored, and lives are changed for Jesus Christ.

Next month we’ll tackle four tensions facing board members:

  • The policy vs. the operational board
  • Vision vs. prudence
  • Expansion vs. survival
  • Growth vs. financial accountability

The “Hire” Calling

Board members should make the CEO selection process a team effort.

The most important work a camp or conference board will ever do is selecting an executive director or CEO for the ministry-the board’s only true employee. A good selection process includes several phases. The amount of attention the board gives to preparing for the search process determines the result. Candidates need to have a good understanding of the current ministry, the vision, and core values of the organization-including a self-assessment of the organization through a SWOT (strengths, weaknesses, opportunities, and threats) analysis.

Good search preparation also addresses transition issues: Why is the current director leaving? Are there any unresolved issues? What is the timing for the new start? These are the kinds of questions staff, donors, and others will ask, and the board needs to have accurate, timely answers.

To begin the search process, a well-written position description should be developed. It outlines the necessary-and desirable-qualifications for the position, as well as specific job responsibilities. A search committee must be established, consisting primarily of board members, with one or two additional individuals with passion for and significant involvement in the ministry-perhaps past board members, past staff members, or pastors from a supporting denomination or church.

Clear, comprehensive communication about the search process benefits everyone: potential candidates, people referring candidates to the board, the staff, and the entire board. The board must decide if it will ask any of the current staff to consider running. Will you accept unsolicited applications from the camp’s or conference’s current staff, or are you seeking an external candidate? Must the candidate be from a specific denomination?

After you decide who is eligible to be a candidate, you begin to collect résumés through letters of referral, calls to other camping leaders, and advertising. Review these résumés thoroughly and narrow the field to three or four candidates. Let the candidates know they are being seriously considered and let all other applicants know that they’re no longer “in the running.” Conduct reference checks, some type of personality and leadership-style testing, and an initial interview.

Reference checks are perhaps the most critical, and sometimes the most sensitive part of the search process. A thorough reference process goes two or three layers deep as you ask the candidates’ references for additional people to contact. Network with other camping leaders regarding your shortlist of potential candidates. Remember that a telephone interview will always produce better results than a written form.

From your reference checks, testing, and initial interview, select two to three finalists for a second interview. These finalists should be 90 percent committed to a “Yes!” (if offered the position) before the second meeting. This ensures that the interest is mutual between the camp or conference and the candidate. If the salary range and benefits were not outlined previously, they should be brought up at this point to make sure that the organization and the candidate are reasonably close in their compensation expectations.

During this second interview phase, keep two key ingredients in mind: First, the location. Whether or not the interview takes place at your camp or conference, it certainly needs to include a tour of the facility and be conducted in a warm, relaxed atmosphere. Second, the interview should be part of a weekend visit of at least two days, and include tours of the community and the opportunity for individuals to host the couple or individual for a meal. These additional eyes and perceptions can be extremely helpful in reaching a decision.

Once the final candidate is chosen and the salary and benefits are finalized and agreed upon, inform the other candidates that the position has been filled. It is imperative to stay in touch with the candidate (new CEO) and let them know how important their arrival is to the board and ministry. After they arrive, host a reception for the new director and his or her family as a way of saying welcome (with the understanding that a proper event has been held for the departing executive director).

Finding a qualified executive director is hard work, but boards that do it well have the blessing of seeing their work benefit the organization for years into the future.

Call for the Question:

  • Does your board have a long-range plan, vision statement, and core values that will attract top candidates?
  • If you do not have board members with search-committee experience, do you plan to recruit them?
  • Are your policies regarding salary, benefits, housing, and company vehicles outdated and ambiguous?

To Your Health

A Balanced Healthy Relationship Between the CEO/Executive Director and the Board of Directors

The concept of teamwork is an often mentioned subject in today’s workplace. Perhaps nowhere is that more necessary than in the relationship of the CEO/Executive Director and the Board of Directors of a Christian camp. Many Christian camp board members have been micro-managers resulting in an operations board, rather than a policy board. As the boards become more policy oriented and more professional people join the ranks, some key issues need resolution in order to build an effective team.It’s important to define the role of each team member.

The Board has three key responsibilities: wealth (the ability to give and help to raise money); work (the ability to serve on committees and do good board work); and wisdom (the ability to make good decisions). The Executive Director has three key roles: 1) lead the organization and cast vision; 2) carry out the policies established by the Board; and 3) administer and manage the ministry. These roles and responsibilities must be documented. The Board needs an updated board handbook which spells out its role, responsibilities and job description. We spoke about this in one of our earlier Journal articles. The Executive Director needs an updated, clear job description, including expectations.

In order to have a healthy relationship with the Executive Director, the Board must understand that this individual is not an ordinary employee. He or she is the only employee that the Board has. They are the key link to the ministry and carry out policy and direct the staff in its on-going work and ministry. The Board needs to view the Executive Director as a trusted teammate.

How do you build trust between the Board and the Executive Director?

  • No meetings without the Director present – It breaks trust and ignores the best resource the Board has in making decisions. If the Board has issues with the Director, those should be dealt with in a meeting with that individual present.
  • Annual reviews with agreed upon criteria and evaluation tools – This is a process involving both the Director and the Board (preferably the Executive Committee).
  • No “end runs” around the Director to staff. (We’ll write more about this in an upcoming article.)
  • Get to know the Director’s family with times for Board and Director to have social interaction and fellowship.
  • Express your gratitude – The words “Thank you” followed by “for doing a great job” is music to a Director’s ears.

Some key questions you should ask about your organization:

  • Is there open and clear communication between the Executive Director and the Board?
  • Is the decision making process clearly understood, i.e., what does the Board determine and what does the Executive Director have permission to determine?
  • Is the Board truly serving as a policy board?

Three final observations:

  1. An Executive Director should receive fair and adequate compensation for his or her services. I suggest you find the median salary for your size of camp with the assistance of CCI and have your Director’s salary slightly above that median.
  2. Help your Director to grow both spiritually and professionally through providing time for advanced training. This should include CCI Sectional and National conferences, as well as management courses, development courses and in some cases Seminary or graduate courses in Bible.
  3. If the CEO of your ministry is called elsewhere or is retiring, make the transition time a time of celebration, growth, review and critical planning for the future.

Action Questions:

  • Does your Board Handbook clearly spell out the relationship between the Executive Director and the Board?
  • Do your Executive Sessions (Board meeting time without staff present) include the Executive Director?
  • Are you helping your Director grow spiritually and professionally?

 

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