I promised to focus on Nonprofits and Sarbanes-Oxley for these few weeks but the press on HP and its Board's bad behavior (well, its exec too) is too hot to not discuss while it's fresh.

Please, check out the story which has appeared in all of the major printed press beginning with the Wall Street Journal.  My short version is that it's all about board/exec relations and board/board relations; setting standards of behavior around roles in particular (independent vs. employees), that all can agree on; and, trust -- again, relationships.

HP is clearly a for-profit the lessons about how to be sure expectations and roles are clearly defined and equally important, the understanding of fiduciary, especially duties of obedience and loyalty but never neglecting the duty of care.   And, just for the record, Mike Burns' interpretation of the duties: care -- treat the organization as though it were your own business; loyalty - when all make a decision, this is the decision that must be honored and expressed outside the board-room; and, obedience -- board members can not be the beneficiaries of the organization.

A quote worth noting about the situation and from the non-executive chair of the Board, Patricia Dunn: the HP's board-room conflict is a "part of the board's progression from one that was more personality driven to one that is process driven and capable of upholding today's highest governance standards.  Progression can be painful... But it's necessary and healthy." (Wall Street Journal, Wednesday, Sept. 6, 2006).

I think this quote describes life in the nonprofit board equally well.  And, achieving high governance standards should be a goal of all nonprofits.