Fellow ETLCers, I hope you will consider joining our conference call at 3pm EST (noon PST) on December 3rd to explore "Making connections between clients to share best practices & resources". You can register here: https://allianceonline.site-ym.com/events/EventDetails.aspx?id=1306791&group=197831 . If you have trouble registering, just logon at the time of the call: https://zoom.us/j/658744070

This is a great interactive & confidential format to share challenges and offer experience and advice to peers. It's really helpful if you have a specific challenge you'd like to share to do that by Dec 6. Clinic Calls: Join us for a session where Interims will present current issues for support, and where we all can add to our "toolboxes". Everyone on the call is encouraged to give guidance and share suggestions from their own experience in similar situations. Please submit your "challenge that you'd like the group to discuss" by December 6.​Jan Cohen jancohen.consultant@gmail.com Janice Frey-Angel janicefreyangel@gmail.com Also make sure that you register for this event which is no cost to members. https://allianceonline.site-ym.com/events/EventDetails.aspx?id=1263984&group=

I'm currently working with a client where the board gave the ED the opportunity to resign before firing him. He took that opportunity. He and the board have an agreement of some sort where neither side can talk about what happened - and I'm not sure what the limits are on this. This is an organization with members and the rumors are rife filling in that information gap. There's also some open discontent with the level of information being shared. Given the generic description that I've shared, what are your thoughts on appropriate levels of communication in this sort of situation? Yes, they need to stick with that agreement - but what should have been in that agreement? What should they share? Where's the balance between responsibility to members and to employee confidentiality? Thanks for any insight.