Board Development & Governance

Nanette Fridman wrote the book on boards… literally! Her book On Board: What Current and Aspiring Board Members Must Know About Nonprofits & Board Service is essential reading for current and prospective board members, staff people who manage boards, or anyone looking to start a nonprofit.

We’ll align your board members and train them to work in sync to govern. From designing best practice organizational governance structures to clarifying board and individual responsibilities, to working on nominating and succession planning, to training board members, we’ll impact your board’s performance. Let Fridman Strategies, Inc. fire up your board to be confident ambassadors, friendraisers and fundraisers!

“Following Nanette Fridman’s board training sessions, the board and staff of the Artists Association of Nantucket felt re-energized, invigorated, and empowered. Nanette is a dynamic presence. Her encouragement and practical tips made us all feel like we were ready to tackle our strategic planning and governance issues with enthusiasm and confidence.”

Cecil Barron Jensen, Executive Director, Artists Association of Nantucket​                                                                

“Thanks for a fantastically facilitated board retreat. The feedback was terrific! And, I think everyone actually wanted more. Could be a first for a board retreat that I’ve attended.”

Jenny Amory, Executive Director, Brookline Community Foundation

Fridman Strategies’ Governance & Board Development Services Include:​

  • Planning and facilitating board retreats
  • Designing governance structure for organizations whether starting, merging, consolidating, reforming or evolving
  • Articulating board members roles and responsibilities
  • Board orientations
  • Training board members to be ambassadors, storytellers, friendraisers and/or solicitors
  • Working with leadership development committees on identifying skills and characteristics for new board members, screening candidates, nominating, orientating and developing good board members
  • Planning for succession
  • Facilitating dynamic partnerships between board and staff leadership
  • Coaching board leadership
  • Evaluating board and board member performance
  • Designing effective board meetings
  • Evaluating your bylaws

“I instructed our president to implement some of the take-aways learned at your session. By far it was the best received board meeting this year. I just wanted to let you know your impact one person, and one board.”

Kara B., Board Member, Independent School

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