News & Events

Fortunately, most boards and CEOs in the charity sector have positive working relationships. However, when things go wrong, they can go badly wrong. During the Covid pandemic, with all its stresses and strains, some relationships were tested. This was a timely reminder that good working relationships should not be taken for granted. This resource document was drawn up in response to two events organised by Carmichael and the Wheel: an online webinar in November 2021 and a facilitated panel discussion at the Wheel Summit in June 2022. Attendees at both events had many questions and observations; and expressed a need for more support and resources on this important topic.   

Using Improving Charity Boardroom Behaviours’  as a reference, Carmichael have summarised a shorter guidance note on ‘Behaviours of an Effective CEO’.

Using ‘Improving Charity Boardroom Behaviours’, Carmichael have summarised a shorter guidance note on ‘Behaviours of an Effective Charity Trustee’.

Making A Merger Happen – The core components and key steps in a merger process

This article is a follow on article to the article that discussed the need to do a rigorous evaluation of the merger prospect before engaging in a formal process. In this article, we discuss the core elements and steps to be taken when you are engaged in a formal merger process.

The management of management and the development and adherence to good governance principles is a collective responsibility of the Board, the CEO and the Management team.

The position of a CEO (or Director, Manager, Co-ordinator or any other job title that may be given to the senior member of staff) in the community and voluntary sector can certainly be a tough one and a lonely one at times. If you are a nonprofit CEO feeling the pressure, have a read of this article.

 

Performance Appraisal – What is it?

Performance appraisal (also called performance evaluation or performance review) is a structured, periodic, reflective discussion between an individual employee and his or her line manager, concerning the employee’s actual work performance, behaviours and future developmental needs in relation to agreed goals and behavioural standards.

When there is a clear link between what an organisation is striving to achieve and what each individual is expected to deliver it makes it easier for employees to feel connected to the organisation and motivated by their work.