{"title":"将董事会通讯限制在真正重要的问题上，避免过载","authors":"","doi":"10.1002/ban.31857","DOIUrl":null,"url":null,"abstract":"<p>For nonprofit executive directors, keeping board members informed of the organization's programmatic work and progress towards strategic goals can be tricky. After all, the board does need to know about most major developments, but not everything qualifies as such—even though it might be especially exciting or important in the eyes of the ED.</p>","PeriodicalId":100192,"journal":{"name":"Board & Administrator for Administrators Only","volume":"42 2","pages":""},"PeriodicalIF":0.0000,"publicationDate":"2025-09-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"0","resultStr":"{\"title\":\"Limit board communications to truly important issues, avoid overload\",\"authors\":\"\",\"doi\":\"10.1002/ban.31857\",\"DOIUrl\":null,\"url\":null,\"abstract\":\"<p>For nonprofit executive directors, keeping board members informed of the organization's programmatic work and progress towards strategic goals can be tricky. After all, the board does need to know about most major developments, but not everything qualifies as such—even though it might be especially exciting or important in the eyes of the ED.</p>\",\"PeriodicalId\":100192,\"journal\":{\"name\":\"Board & Administrator for Administrators Only\",\"volume\":\"42 2\",\"pages\":\"\"},\"PeriodicalIF\":0.0000,\"publicationDate\":\"2025-09-26\",\"publicationTypes\":\"Journal Article\",\"fieldsOfStudy\":null,\"isOpenAccess\":false,\"openAccessPdf\":\"\",\"citationCount\":\"0\",\"resultStr\":null,\"platform\":\"Semanticscholar\",\"paperid\":null,\"PeriodicalName\":\"Board & Administrator for Administrators Only\",\"FirstCategoryId\":\"1085\",\"ListUrlMain\":\"https://onlinelibrary.wiley.com/doi/10.1002/ban.31857\",\"RegionNum\":0,\"RegionCategory\":null,\"ArticlePicture\":[],\"TitleCN\":null,\"AbstractTextCN\":null,\"PMCID\":null,\"EPubDate\":\"\",\"PubModel\":\"\",\"JCR\":\"\",\"JCRName\":\"\",\"Score\":null,\"Total\":0}","platform":"Semanticscholar","paperid":null,"PeriodicalName":"Board & Administrator for Administrators Only","FirstCategoryId":"1085","ListUrlMain":"https://onlinelibrary.wiley.com/doi/10.1002/ban.31857","RegionNum":0,"RegionCategory":null,"ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"","JCRName":"","Score":null,"Total":0}
Limit board communications to truly important issues, avoid overload
For nonprofit executive directors, keeping board members informed of the organization's programmatic work and progress towards strategic goals can be tricky. After all, the board does need to know about most major developments, but not everything qualifies as such—even though it might be especially exciting or important in the eyes of the ED.
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