Dr. Robert Roehrich

Jeanne, These are good answers to the Forum question. Perhaps you could add that the governing board is legally bound to be the fiduciary overseer of the organization. In addition to monitoring the decisions of the CEO and senior leadership, the governing board is required to have a solid grasp on governance policies and procedures, evaluation, hiring and firing of the CEO when necessary and maintaining a grasp on the financial status of the organization. If an action from a governing board reflects the majority of the board, it is incumbent on the organization to follow through. You are right… >>>

Vanessa, Open door policies are great, if they are managed. I would suggest you set specific times for your "open door," this way you can provide devote dedicated time and attention to your employees. I agree with your statement on recognition, it's been demonstrated in multiple studies to have a positive impact on employee morale and performance. Setting expectations for high achievement is also important, along with coaching that identifies areas for enhancement and development; not "weaknesses". Having "fun" is an admirable goal, but that too must be managed to gain the maximum benefit for the organization as well as… >>>

Vanessa, Combining your two postings, the information you provided are examples of paying attention to your employees and giving them the feelings of being valued. An open door policies is great if you manage it correctly, let your people know when your door is "open" and don't just let it become a revolving door; you need time to do your work too. Positive feedback, when appropriate, has been found to be more valuable than we originally thought and reinforces high morale and accomplishment. Having fun in the right context can be a valuable motivator, especially for post-Baby Boomers. Thanks of… >>>