Tim Lannan, principal of Tim Lannan Consulting, is an organizational development consultant with more than 25 years' experience in all aspects of not-for-profit management and governance.

Tim offers his experience and process expertise to help clients explore organizational priorities and determine how to position their organizations for success in the dynamic environments in which they operate. His approach is grounded in the recognition that each organization has its own unique needs, culture, and mission: Tim works closely with those who know the organization best to identify and build shared ownership of lasting solutions that advance the mission.

Tim holds a masters degree in Organization Development from American University/NTL Institute for Applied Behavioral Science.

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Building an Effective Board Chair-CEO Partnership

A report titled “The Effective Chair-CEO Relationship” published by the the Millstein Center for Corporate Governance and Performance (now Yale Center for Corporate Governance) identified three major characteristics of an effective board chair-CEO working relationship. Good chemistry, which is about the direct interpersonal relationship between the board chair and CEO. A clear framework, which involves…

The Three C’s of Good Governance (+1)

Because each corporation has its unique history and perspective, and its own future to plan, fixed, rigid rules of board governance are not in order. … Directors should collectively make their own rules for the governance of their respective board … after thoughtful and rigorous deliberation. ~ NACD Blue Ribbon Commission on Director Professionalism  …

Nonprofit Boards as Teams Part 3: Using Team Models to Improve Board Performance

Team development models provide great lenses through which to view what is happening with a board. Following are just a few examples of what you might see in nonprofit boards and how the Tuckman and Drexler/Sibbet models can be used to understand and address them. Board members have different ideas about what the board is…

Nonprofit Boards as Teams, Part 2: Models of Team/Board Development

Models of team development are simply tools to help understand how teams – and, thus, boards – develop and grow. These models help explain board behavior and make it clear that creating a high-performing board takes work as well as time. Because teams like nonprofit boards are formed to achieve more than individual members can…

Boards as Teams, Part 1 - Nonprofit Boards Are Teams

What is a board if not a small number of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable?  That is the classic definition of teams proposed by Katzenbach and Smith in Wisdom of Teams.  Similarly, William Dyer’s characteristics of effective teams…