All posts by ECofOC.org

Think Tomorrow, Act Today

David Coffaro

For most nonprofit organizations, the first half of 2020 was heavily tilted toward understanding – understanding Covid-19 and its impacts to daily life and business, causes and solutions to racial problems, and, how to find certainty in uncertain circumstances. Today, as year-end comes into focus, many questions that dominated the first half of the year remain unanswered. How do leaders focus activities to keep the organization moving forward while lacking clarity from indicators often used as guideposts?

Making Strategy Matter

Making strategy matter happens when leaders intentionally choose activities in alignment with their nonprofit’s vision. Vision – the future state picture of what an organization seeks to create in the world – informs leaders’ activity choices, and, serves as a conduit between the nonprofit and its board, staff and clients. Strategies are the bundling of chosen activities, and not to be confused with goals or objectives.

London Business School strategy professor, Freek Vermeulen, wrote in the Harvard Business Review[i] “One major reason for the lack of action is that “new strategies” are often not strategies at all. A real strategy involves a clear set of choices that define what the firm is going to do and what it’s not going to do. Many strategies fail to get implemented, despite the ample efforts of hard-working people, because they do not represent a set of clear choices.

Given events in the first half of the year, there is a risk that strategies and their underlying activities no longer move the nonprofit toward its vision. Leaders can make strategy matter by taking three steps right now:

  • Think Tomorrow – Assure your organization’s future state vision still fits. If the way your organization needs to show-up in the world has changed, it’s time to refresh or redefine the vision.
  • Act Today – Even absent perfect line-of-sight into the future, a clear organizational vision enables leaders to review and refine specific activities supporting their strategies. Those strategies that no longer fit the vision, or, require reconstitution of underlying activities must be redesigned now. 
  • Commit to Activity Reviews – Connecting tomorrow’s vision with today’s actions requires frequent assessment of results and deconstructing outcomes into their root-cause activities. Cause-based performance analysis requires understanding composition of activities that created results, then, assessing performance effectiveness of chosen activities. By understanding if the right activities were engaged in, and effectiveness of strategy execution, leaders can quickly adjust to change outcomes.  

Strategy matters when the right combination of activities are selected to fulfill an organization’s vision, clearly defined, designed, communicated and deployed through all employees. Navigating the remaining month of 2020 and into the new year requires leaders to revisit their business activities to assure strategies still fit the rapidly evolving nonprofit operating environment.   


[i] Harvard Business Review, Many Strategies Fail Because They’re Not Actually Strategies, by Freek Vermeulen

November 08, 2017 – https://hbr.org/2017/11/many-strategies-fail-because-theyre-not-actually-strategies#:~:text=Many%20strategy%20execution%20processes%20fail%20because%20the,not%20have%20something%20worth%20executing.&text=One%20major%20reason%20for%20the,it’s%20not%20going%20to%20do.


Dave Coffaro is a strategic advisor, executive coach and author. His areas of expertise include leading organizations in the process of strategy development and execution, change leadership, organization transformation and innovation. Coffaro is principal of the Strategic Advisory Consulting Group, a management consultancy, and co-founder of Atticus, a fintech firm providing individuals and professional advisors with easy to use, do-it-yourself tools for fiduciary-based activities. His new book is “Leading from Where You Are” (January 2020). For more information, visit www.davecoffaro.com

Author: David Coffaro, Executive Coaches of Orange County, www.ECofOC.org

The Link of Conversation to Good Fund Raising

Adrianne Geiger Dumond

Non-Profits face an extra challenge in these trying times as the fundraising season unfolds. Since large social events are restricted, many are struggling with creative zoom events to fill the void. In addition, the waive of the RMD (Required Minimum Distribution) from IRA funds in 2020 complicates the decisions of some donors.

Personal story: I donate to 4 large non-profits every tear from my RMD. This year, 2 sent me letters, 1 kindly called to tell me all the great things they were doing. The 4th (a man I barely know) called and started asking me questions. They were typical at first, and then he hooked me about some interest/activity I have and took an interest with me in the topic. I am sharing this because it was such a revelation to me as to how to get money from donors. I immediately decided I would take my RMD so I could continue to donate to this charity.

Moral of the story? Train and prepare all solicitors who contact your donors to master conversation and the art of asking questions!

The How To: Choose the Board members and staff who have the best social conversation skills to practice with each other. Call a training session just for this purpose – hopefully in person, at the office. Have them practice in 2’s with small talk until they grasp each other’s interests. It is not hard – just a lot of good questions.

These are very difficult times, and I hope these ideas will prove to be fruitful for you. Thanks for listening.


Author: Adrianne Geiger DuMond, Executive Coaches of Orange County, www.ECofOC.org

Leading by Cause in the Nonprofit Arena

David Coffaro

Lessons throughout history inform us that cause precedes effect; actions create results. Plato explained the principle of causality saying every­thing that becomes or changes must do so owing to some cause; for nothing can come to be without a cause (Timaeus 28a). In Codex Atlanticus, Leonardo DaVinci wrote No effect is in Nature without cause; you understand the cause and you do not need any experience. And as every school child learns for every action, there is an equal and opposite reaction per Sir Issac Newton’s third law.

With depth of affirmation around cause preceding effect, why do business leaders focus so heavily on analyzing their numbers, or, focus on the effect instead of the cause? A recent conversation with a community bank CEO focused on his vision for the company. He opened the dialog saying he and his leadership team had put a lot of thought into where they want to take their bank, and the vision they committed to was to deliver top decile ROE, ROA and topline revenue growth. A quintessential example of focusing on effect, not cause.

In their CFO Magazine piece, How An Obsession with Metrics Is Killing Your Company (https://www.cfo.com/analytics/2016/04/obsession-metrics-killing-company/), authors Alexander Van Caeneghem and Jean-Marie Bequevort, write “the quest for financial performance and the pressure to measure can corrode organizational cultures, narrow the focus of leadership, reduce intrinsic motivation, and support unethical behavior. With a similar theme, Michael Harris and Bill Taylor’s Harvard Business Review article, Don’t Let Metrics Undermine Your Business (https://hbr.org/2019/09/dont-let-metrics-undermine-your-business) said “A company can easily lose sight of its strategy and instead focus strictly on the metrics that are meant to represent it.” 

Logic tells us we can manage cause, but only measure effect. Yet we often overlook the real story – the aggregation of activities that created the results reflected in our numbers. Leading by Cause is an approach that says – use results to understand activities, effectiveness, and efficiency in context of the organization’s vision and strategy.  When results do not meet expectation, the root cause is embedded in one (or more) of these elements – choices of activities performed, performance effectiveness, and performance efficiency. Shifting to cause-based analysis of results positions leaders to laser-target interventions – coaching, guiding, managing or taking direct action – to change the trajectory of outcomes. There are three paradoxes to navigate in making the shift to Leading by Cause:  

  • Effect vs. Cause Conversations – Cause-based performance analysis requires understanding composition of activities that created results.  A common effect-based conversation among managers when results that don’t meet expectations starts out with “fund raising is 5% below target, so let’s do everything we can to drive it up to make plan”. A cause-based conversation gets at the root – “What were the development activities over the past quarter that created these results? Which donors did we focus on? How did we engage those donors? What was their reaction to what we have to offer? What is getting in the way of our new fundraising development activities?”  
  • Appearance of Improvement vs. Improvement – In the effects domain, managers often look for steps to improve the appearance of their P&L results, yet no real, underlying change takes place. For example, delaying travel or deferring other expenses in the last weeks of a quarter to create the appearance of lower operating costs, thus a better bottom line. Results look better, but the root cause creating undesirable results has not been sleuthed-out.  
  • Math vs. Behavior – Operating results presented in an organization’s P&L reflect an aggregation of activities. It’s easy to analyze operating results in a sterile manner, quantifying month-over-month changes and variance to plan; of course, numbers don’t lie! But, every numeric result – fund development, events, marketing, or operational activities – reflects human behavior. Cause-based analysis of results seeks to understand the behavioral factors contributing to outcomes reflected in the P&L – “What changed in our development activities last quarter vs. the same period last year? What effect is our largest peer nonprofit’s new development strategy having on their results? How effective is the collaboration between departments?”  

Leading by Cause requires deconstruction of results into elements. Understanding the numbers is important; knowing what caused the numbers is empowering.

*Based on an article originally published by the author in Lead Change (www.leadchangegroup.com)


Dave Coffaro is a strategic advisor, executive coach and author. His areas of expertise include leading organizations in the process of strategy development and execution, change leadership, organization transformation and innovation. Coffaro is principal of the Strategic Advisory Consulting Group, a management consultancy, and co-founder of Atticus, a fintech firm providing individuals and professional advisors with easy to use, do-it-yourself tools for fiduciary-based activities. His new book is “Leading from Where You Are” (January 2020). For more information, visit www.davecoffaro.com

Author: David Coffaro, Executive Coaches of Orange County, www.ECofOC.org

The Oral Briefing Goes Virtual

Adrianne Geiger Dumond

In the recent pass, for an oral presentation, you could see the faces of the audience and even ask for questions.

Now all we see is a camera. Are there ways to make this situation easier?

Trying to convey and support a culture of trust and transparency can be a challenge for those working remotely. Here are some ways that might help.

  1. Setting the stage: Make sure the camera lens is adjusted so that listeners can see not only your face but also your arms and hands. We do a lot of non-verbal movements that aid what we are saying.
  2. Speak to the camera: It may be a good idea to start the briefing/presentation with new information and updates. This gives you an easy and natural way to tell them the latest news. In the interest of trust and transparency, workers like to feel they are on the inside track for the latest news.
  3. Facial expression: This can be a tough one if you have to announce a new policy decision (that you might not agree with). This may be especially true as long as the COVID-19 rules change. But as the leader it is your responsibility to explain the changes as well as you can, and be supportive of the decisions. Remember that smirks, raised eyebrows convey a different viewpoint.
  4. Provide a way for feedback: The safest way for you to be assured that your listeners have heard you correctly – or want to ask questions – is to provide them with ways to contact you. This can be by email, text, phone – just so they feel informed correctly.
  5. Remember the Donors: After becoming comfortable with these steps it will be easier to prepare the presentation for the donors – supporters who will likely be sympathetic to the challenges you have faced, but who are also curious about how the mission is going. Representing the same trust and transparency you have given to staff and workers will hopefully engender in donors the opportunity to extend their contributions. Remember that donors also like to be on the inside track with updates and newest information. Given the uncertain times we live in, it is just as important for them to know the conditions as it is for the staff and employees.

Author: Adrianne Geiger DuMond, Executive Coaches of Orange County, www.ECofOC.org

Strategic Resilience

David Coffaro

President Franklin Roosevelt is credited with saying a smooth sea never made a skilled sailor. As optimistic as this tough times don’t last, but tough people do sentiment is, it doesn’t diminish the fact that many a sailor experiences acute queasiness when circumnavigating billowing whitecaps. Notwithstanding occasional nausea, what is it that contributes to interpreting rough waters as invitation to experience new levels of success? Strategic Resilience.

Strategic Resilience is the practice of thinking forward while leading through present turbulence – adapting to difficult operating circumstances while looking beyond current conditions to keep focused on the horizon. Context for Strategic Resilience is dynamic fluidity in the operating environment.

Leading through Multivariate Normal

Getting back to normal gave way to getting to the new normal a decade ago during the Great Recession. What’s clear today is that each organization is traversing a series of temporary normals – brief chapters in their company’s story, accelerated as conditions change. Holding this dynamic perspective helps leaders synchronize their organizations with the reality of fluidity. Practicing strategic resilience requires accepting asymmetrical change as the norm. With this mindset, team members look to the organization’s vision and values instead of specific practices, products, operating goals or legacy accomplishments as touchstones.

According to a recent Gallup study, resilience is a make-or-break trait for organizations during tough times like the Covid pandemic. Gallup found “Thriving and resilient cultures endure through good times and bad. These cultures prove their endurance during tough times by experiencing minimized disruption of key outcomes, such as productivity, customer service and profit. Resilient cultures survive. Even during good economic times, new threats to organizations are constant — and constantly changing. Thriving, resilient cultures see accelerated performance compared with their peers” [i] .

Practicing Strategic Resilience

Here are five practices to raise your Strategic Resilience acumen as a leader:

  • Acknowledge current reality – When times are uncertain, the operating environment is rapidly changing, and status quo is anything but status quo, call it what it is – fluid, dynamic and uncomfortable. Finding the right balance between acknowledgement and wallowing can be a challenge. Still, leaders own the tone and are accountable for moving the organization through describing the condition into action; positioning the condition is simply context.   
  • Re-connect with the vision and values – The world outside your organization changes quickly. You adjust operating activities accordingly. But your business vision is focused on the horizon and remains more constant. Vision is the future state picture an organization strives to create and results from what do we do (mission), why do we do it (purpose), and how we fulfill our mission (strategy). Values are core beliefs which define what the organization stands for. Values stand even more static than vision. In the words of Good to Great author Jim Collins, every institution has to wrestle with a vexing question: What should change and what should never change? Timeless core values should never change; operating practices and cultural norms should never stop changing. Reconnecting with your organization’s vision and values provides comfort in a storm and true north through all conditions.
  • Communicate touchpoints for stability, including a focus on the future – Leaders are called to look beyond current conditions. That doesn’t mean having a crystal ball. It does mean sustaining dialog around the question – what’s next for our organization? With vision and values as points of stability, articulating the view toward the horizon draws attention forward, beyond current uncertainty. Engaging team members in the long game contributes to an organization’s strategic resilience.
  • Define what success looks like today, in this moment; adjust as the future unfolds – Goals are generally established on a quarterly or annual basis. When operating conditions change rapidly, goals must be redefined in context of current, dynamic reality. Team members perform at their best when they know what success looks like, and when expectations are aligned with dynamics of the environment. Per Gallup,“During tough times, employees need managers who reset priorities, involve them in reestablishing their goals and constantly clarify their role relative to their coworkers”.
  • Swim with the current – A rip current is a powerful, narrow, fast-moving channel of water that starts near the shore, with a strong pull toward breaking waves. According to the National Oceanic and Atmospheric Association, if you experience rip currents when swimming at the beach, the best way to avoid drowning is to stay calm, avoid fighting the water’s movement and swim parallel to the shore. Fighting the current exhausts the swimmer, jeopardizing the likelihood of a safe return to shore. Said another way, fighting the current is not a path to success. For leaders, this translates to understanding rip current-like changes in the business environment’s flow, quickly adapting to condition changes, and keeping sight of the vision and opportunities for accelerating progress (aka, returning to shore).

Strategic resilience as a practice enables leaders to renew esprit de corps, focus their organization’s activities and make strategy work.


[i] From Gallup Is Your Culture Resilient Enough to Survive Coronavirus? by Jim Harter, May 20, 2020

https://www.gallup.com/workplace/311270/culture-resilient-enough-survive-coronavirus.aspx?utm_source=workplace-newsletter&utm_medium=email&utm_campaign=WorkplaceNewsletter_Jun_06092020&utm_content=5keyelements-cta-1&elqTrackId=78aa69c6485347c9bfd858a055ced845&elq=e642439ed5df44a298b8689b1a8b6884&elqaid=4245&elqat=1&elqCampaignId=901


Dave Coffaro is a strategic advisor, executive coach and author. His areas of expertise include leading organizations in the process of strategy development and execution, change leadership, organization transformation and innovation. Coffaro is principal of the Strategic Advisory Consulting Group, a management consultancy, and co-founder of Atticus, a fintech firm providing individuals and professional advisors with easy to use, do-it-yourself tools for fiduciary-based activities. His new book is “Leading from Where You Are” (January 2020). For more information, visit www.davecoffaro.com

Author: David Coffaro, Executive Coaches of Orange County, www.ECofOC.org

Board and ED/CEO Relationships are Critical to Success in Times of Crisis

Adrianne Geiger Dumond

We often recommend that the relationship between Board and working staff be kept ethically separate.

But in times of crisis, especially when decisions are made quickly, the solid working relationship becomes all the more important.

This is especially true of the relationship between the Executive Director (ED)/CEO and the board.  I want to point out four (4) areas for your consideration.

  1. Board responsibility during a crisis. During times of crisis the Board has a fiduciary and personal liability to protect the mission and the health of the organization. When complex decisions are made quickly, it is imperative that the leadership team and Board are knowledgeable and have frequent shared information – operational decisions being important. The Board should be the best allies in the days ahead – if they are kept informed.
  2. Board engagement. When board members are truly engaged, they have a deeper commitment and are well informed. I heard a stressed, exhausted ED (because of all her challenges) report that the Board chair had informed her the Board wanted her to find a cheaper office space. He did not offer to help, suggest skills and competencies Board members might have to be able to help her. He was oblivious to the monumental changes she was handling. This leads me to the next point.
  3. Board and ED/CEO relationship. The basis forhigh performance governance during a crisis is the relationship between the ED/CEO, senior management and the Board. Building a trusting and transparent relationship requires time, intentionality, and vulnerability. Striving for this kind of an understanding not only makes withstanding the crisis easier, but also brings strength and stability to post-crisis planning and strategic thinking.
  4. Board and ED/CEO relationship. The basis forhigh performance governance during a crisis is the relationship between the ED/CEO, senior management and the Board. Building a trusting and transparent relationship requires time, intentionality, and vulnerability. Striving for this kind of an understanding not only makes withstanding the crisis easier, but also brings strength and stability to post-crisis planning and strategic thinking.

Author: Adrianne Geiger DuMond, Executive Coaches of Orange County, www.ECofOC.org

A Coach Can Help You Lead Through Disruption

Karen Haren

Leaders in not-for-profit organizations recognize the value of a coach as they manage through times of crisis. In my own experience as a leader and in coaching executives, here are three reasons a coach can help you lead through a significant disruption such as the pandemic of 2020.

It can be lonely at the top.  Even though there are others who work in your organization, you can feel isolated.  As a leader, you have to wrestle with many issues that you can’t share with your colleagues, direct reports or the board.  A coach is there to listen to you without judging. She can help you talk through the problem or opportunity and develop your strategies.

During the pandemic, you are dealing with sudden seismic change. You are stepping into uncharted territory with new challenges opportunities and responsibilities. There isn’t a road map when you are continually coping with the new normal.  This can be unsettling and cause insecurity. A coach can listen to you and help you chart your course.  A coach can accelerate your learning through the crisis and provide encouragement to build your confidence.

You are up to your assets in alligators. It’s hard to remember your objective was to drain the swamp. You may be stressing over personnel issues or worried that you can’t raise enough money to keep the organization afloat. You might be struggling with communicating with the board. The three most frequent subjects raised by not for profit executives are personnel, fund raising and boards of directors.  A coach can let you vent and help you work through options to chart your course.

Coaching is a relationship process that can help you lead through a crisis, solve problems, manage change and/or reach goals.  EC of OC is here for you!  We provide no cost coaching to nonprofit executives to help nonprofit organizations accomplish their mission. To sign up for a coach visit www.ecofoc.org.

Author:  Karen Haren, Executive Coaches of Orange County, www.ECofOC.org

The Changing Role of Nonprofit Leadership

Dave Blankenhorn

Some time ago I wrote a blog about the skills a leader needs to adapt to our fast-changing world. Little did I realize about how fast and how dramatic it would be.

I talked about the need to be nimble and innovative, the need to create a larger vision for their organizations and the importance of uniting people behind a common mission. Beyond that I talked about navigating changing cultural, regulatory, technical and social needs. Was I ever right about the last ones.

Who would have thought we would be caught in a pandemic that has literally affected our all our lives, socially and economically? The skills you have been using now need to be redirected to help your organization survive and perform its mission in the most difficult times. New priorities need to be set. In addition to your normal activities you must develop new skills that will allow you to manage your group remotely, redesign properly distanced spaces for those who need to work together, provide the mandatory masks and gloves, sanitize various areas and organize the staff.

Your motivational skills will be tested in as never before with your staff, the Board and donors.  Figuring out new ways to raise funds will be a major challenge and might entail altering your primary mission.

How you cope with the new world will dictate how your organization will survive and prosper. None of us can predict the longevity of the crisis or what other problems might befall us as a result. I do know good leadership will carry you through.

Author: Dave Blankenhorn, Executive Coaches of Orange County, www.ECofOC.org

Strategic Leadership: What it Means in Nonprofits Today

David Coffaro

Leaders are called to look beyond current conditions. That doesn’t mean we have a crystal ball or overlook today’s reality. It means we have to ask – what’s next for our organization? Not always easy, particularly in the midst of turmoil, yet essential. As evidence of the importance of looking beyond, consider findings from Gallup.

For more than 80 years, Gallup has studied people and organizations during times of crisis. They’ve observed perspectives dating back to the Great Depression through the Covid-19 event. Their research suggests that in times of crisis, there are two directions human nature can pull people – toward fear or self-actualization and engagement [i].

On the engagement front, when leaders present a clear path forward, people demonstrate great resilience. There’s a rallying effect as we pull together toward a common vision to move beyond crisis. That’s why mission and vision for the future are more important in organizations today than any time in recent memory. Per Gallup, one thing is clear. People look to leadership for a crisis management plan, and to provide confidence that there is a way forward that they can contribute to.

Strategic leadership means leading for today, tomorrow, and beyond. In today’s environmentas the next new normal is being defined, strategic leadership manifests through helping shape a new paradigm for your organization. Leading the long view takes place by engaging team members in creating co-ownership of the future state vision and strategy that will bring the vision to life. Vision is distilled into actionable priorities which become the day-to-day operating plan guiding all team members in performing their work.

Strategic leadership recognizes the next stages of new normal will be iterative. Some sectors of the economy will move faster or undergo greater structural reshaping than others over the next 18 – 24 months, resulting in a series of new normals; this impacts for profit and nonprofit organizations alike. Agility in adapting to a fragmented recovery matters. Even with clarity that things won’t be getting back to the normal we knew, strategic leadership today requires acknowledgement that the landscape will continue to change. Context for this perspective helps; the old normal was only a temporary point on a continuum of change; Covid-19 accelerated moving us to the next point.

Strategic leadership capitalizes on opportunities for Adaptive Disruption. Something happened that changed our world. Instead of waiting to see how things play out and what everyone else does, strategic leaders define how to move forward based on what we know today, by proactively adapting strategy.

Vision connects what an organization does to the external world. When the world changes, it is essential to revisit the future state vision to see if it still resonates. Ask – all things considered, will this vision still fit our business in the next new normal, or do we need to refine our future state picture? Needs of the customers you serve might have changed. Structure of the industry may be in flux. The key is determining if the vision needs refinement. Vision informs priorities which anchor the operating plan.When you start with the vision, you focus on cause, not the effect. We can manage cause; we only measure effect. Focusing on cause empowers strategic leadership today.

Warren Buffet said Its only when the tide goes out that you can see who’s swimming naked. The current low-tide environment calls for strategic leadership. The Covid-19 event helped us see new strengths and development needs within the organization, including observations of the overall business model. If this event has helped see previously unrecognized development needs of your team members and the organization overall, capture it for what it is – an opportunity to grow as your next new normal begins.

There is a lot we can’t control or influence. Let’s take what we can impact and start shaping a future that helps team members see how their work connects to the organization’s future state vison as you lead during the next new normal!


Dave Coffaro is a strategic advisor, executive coach and author. His areas of expertise include leading organizations in the process of strategy development and execution, change leadership, organization transformation and innovation. Coffaro is principal of the Strategic Advisory Consulting Group, a management consultancy, and co-founder of Atticus, a fintech firm providing individuals and professional advisors with easy to use, do-it-yourself tools for fiduciary-based activities. His new book is “Leading from Where You Are” (January 2020). For more information, visit www.davecoffaro.com

https://www.gallup.com/workplace/297497/covid-employees-need-leaders-right.aspx


[i] Gallup, What Employees Need From Leadership Right Now, 3/23/20, by Jim Harper

Author: David Coffaro, Executive Coaches of Orange County, www.ECofOC.org

COVID-19 Adaptive Leadership Checklist

Adrianne Geiger Dumond

Challenges and responsibilities for non-profit leaders have increased exponentially with the pandemic.

This article encompasses the many challenges and is published by One-Justice, a legal resource business. I have given the website as a footnote below.[1]

I can’t list all of the challenges covered, but I want to provide a list of priorities that require attention as non-profit leaders start to open up.

• Employee health and safety – regulations covering workplace safety

• Legal – contact legal experts – jurisdictional designations (remote services, sick leave, legal ethics). I had an ED ask me today if a mental health leave was ‘sick eave’.

• Human Resources and Operations – workers’ comp policy, furloughs and lay-offs are handled properly, return to the office plans, appropriate equipment for remote workers.

• Financial relief – use Payroll Protection Plan, contact funders, request relief from conversion of funds to general operations, work with Board on any layoffs or furloughs.

• Remote working – establish remote policies, safeguard confidential information.

• Program design – any change to ongoing programs, check with clients on service needs, check security measures for teleconferencing.

• Culture – promote self-care and coping resources; ensure transparency with staff and employees.

Even though the challenges seem exhaustive it is comforting to know where help is available. This information was found on the BoardSource website, a valuable tool for getting answers.


[1] www.onejustice.orgLos Angeles phone number, (213) 784-3937: San Francisco phone number, (415) 834-3937.

Author: Adrianne Geiger DuMond, Executive Coaches of Orange County, www.ECofOC.org