It’s time for the nonprofit sector to create new models for recognizing individual leaders without compromising the collective efforts, movements, and environment of inclusion that they are trying to build.
Drawing on extensive field research and surveys, Lasker suggests several ways to make international health volunteering more effective.
How a powerful communications strategy helped the Surfrider Foundation and a coalition of other organizations mobilize a local grassroots effort and save a rare natural resource.
Funders want to create big change by using networks for social impact. But where to start?
Ray Chambers, co-founder of the nonprofit Malaria No More, talks about his experience raising malaria awareness through partnerships and the need for effective collaboration.
Large-scale social change requires broad cross-sector coordination, not the isolated intervention of individual organizations.
Professionalism has become coded language for white favoritism in workplace practices that more often than not leave behind people of color. This is the fourth of 10 articles in a special series about diversity, equity, and inclusion.
Conventional wisdom says that scaling social innovation starts with strengthening internal management capabilities. This study of 12 high-impact nonprofits, however, shows that real social change happens when organizations go outside their own walls and find creative ways to enlist the help of others.
Business leaders play vital roles in the nonprofit sector – as board members, donors, partners, and even executives. Yet all too often they underestimate the unique challenges of managing nonprofit organizations.
The deep changes necessary to accelerate progress against society's most intractable problems require someone who catalyzes collective leadership.
