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Bill Taylor grew up on a farm in northwestern Montana, taught vocational agriculture for 16 years, then became an Agriculture and Natural Resource Extension Educator with the University of Wyoming for 11 years. In 2005 he took on the position of Community Development Area Extension Educator with the University of Wyoming. You can read his articles at Scribd. Contact Bill at weston@uwyo.edu.
A Bill Taylor Podcast
These are insights of Bill Taylor, University of Wyoming Extension Community Development Area Educator. He provides audio podcasts on numerous subjects, including personal and family financial literacy, board governance, business management, estate planning, leadership development, facilitation, conflict management, horticulture, and other subjects of interest.
Board Governance
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Using a Consent Agenda
- A consent agenda can quickly deal with the routine matters in your meetings and allow you to move on to more important or visionary issues.
Legal Responsibilities of Board Members
- Even though board types and locations vary, there are generally recognized legal requirements of boards and their members.
Best Governance Practices
- What does the IRS consider best practices for nonprofit boards?
Strategic Thinking
- Boards need to put in the time to think strategically, instead of being buried under the operational details.
THE ART OF FACILITATION (Part 10)
- Some of the things you can do to help yourself properly lead group meetings or processes, whether public or private.
THE ART OF FACILITATION (Part 9)
- Some of the things you can do to help yourself properly lead group meetings or processes, whether public or private.
THE ART OF FACILITATION (Part 8)
- Some of the things you can do to help yourself properly lead group meetings or processes, whether public or private.
THE ART OF FACILITATION (Part 7)
- Some of the things you can do to help yourself properly lead group meetings or processes, whether public or private.
THE ART OF FACILITATION (Part 5)
- Some of the things you can do to help yourself properly lead group meetings or processes, whether public or private.
THE ART OF FACILITATION (Part 4)
- Some of the things you can do to help yourself properly lead group meetings or processes, whether public or private.
THE ART OF FACILITATION (Part 2)
- Some of the things you can do to help yourself properly lead group meetings or processes, whether public or private.
THE ART OF FACILITATION (Part 1)
- Some of the things you can do to help yourself properly lead group meetings or processes, whether public or private.
HAVING DIFFICULT CONVERSATIONS (Part 2)
- Second part on how to conduct difficult conversations.
HAVING DIFFICULT CONVERSATIONS
- We all deal with conflict and part of conflict management is successfully shaping difficult conversations.
WYOMING OPEN MEETINGS LAW
- Who is governed by the provisions of the Open Meetings Law?
DEVELOPING THE TACTICS FOR A STRATEGIC PLAN
- Developing a strategic plan for your group or agency is useless if you don't include tactics to bring the plan to completion.
ASSESSING THE CHIEF EXECUTIVE
- Sometimes it is difficult to identify significant results-oriented goals in evaluating the director or chief executive of an organization.
THE ROLE OF THE AUDIT COMMITTEE
- The growing demand by the public and governmental regulatory agencies for transparency and accountability by public boards has challenged audit committees to be more proactive.
USING “VISIONING” TO DEVELOP STRATEGIC GOALS
- Day-to-day operational plans are fine for the final stage of planning, but the process needs to start at the strategic level.
THE SECRETS TO MASTERFUL VIRTUAL MEETINGS
- These vehicles can reduce the cost of meetings, they can also present significant challenges to the meeting leader.
WHAT TO DO WITH BOARD MEMBERS WHO DON'T DO ANYTHING
- Whose responsibility is it to "do something" about a board member who is AWOL, deadwood, undependable, a procrastinator, or worse?
DEVELOPING THE TACTICS FOR A STRATEGIC PLAN
- Steps to see your strategic plan will come to completion.
REVIEWING AN ACTION PLAN
- When an organization has a strategic plan, a necessary step is reviewing that plan periodically to keep it updated and current.
TOP 10 NON-PROFIT GOVERNANCE MISTAKES (FROM A LAWYERS PERSPECTIVE) – Part 2
- Mistakes made by nonprofit boards.
TOP 10 NON-PROFIT GOVERNANCE MISTAKES (FROM A LAWYERS PERSPECTIVE) – Part 1
- Mistakes made by nonprofit boards.
Values, Vision, and Mission Statements 2
- More detail on how to develop these statements.
DEVELOPING VALUES, VISION, AND MISSION STATEMENTS
- Developing your board's organizational statements.
PRINCIPLES FOR ETHICAL PRACTICES FOR NON-PROFIT BOARDS (Part 3 of 3)
- Third in a series on ethical practices for nonprofit boards.
PRINCIPLES FOR ETHICAL PRACTICES FOR NON-PROFIT BOARDS (Part 2 of 3)
- Second in a series on ethical practices for nonprofit boards.
PRINCIPLES FOR ETHICAL PRACTICES FOR NON-PROFIT BOARDS (Part 1 of 3)
- First in a series on ethical practices for nonprofit boards.
Disagreeing with a Board Decision
- What do you do when you disagree with the decision a board made of which you are a member?
Board Responsibilities 2
- Second in a series on responsibilites of board members.
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