Wielding Philanthropic Leadership With, Not For
Being a courageous and ethical leader in philanthropy means learning to listen, and sharing our power by encouraging, empowering, and enabling others.
Being a courageous and ethical leader in philanthropy means learning to listen, and sharing our power by encouraging, empowering, and enabling others.
How to shift the culture of philanthropy to one where funders understand they are part of—rather than in control of—social movements and systems-change work.
Like a good GPS system, signals from multiple sources—grantees, staff, other funders, and beneficiaries—can help pinpoint where foundations stand. Part of a series produced for SSIR with the support of the Hewlett Foundation.
For a foundation board to fulfill its essential duties, ensuring that it benefits from diverse voices, ideas, and perspectives is paramount.
Global aid agencies must shift from just agreeing to “go local” to preparing development experts for the task.
Funders are calling for more program evaluation, but nonprofits are often collecting dubious data, at great cost to themselves and ultimately to the people they serve.
Large-scale social change requires broad cross-sector coordination, not the isolated intervention of individual organizations.
For NGOs, impact comes in different forms and to track the cycles of social change work, we must think across the tangibility and the speed of emergence of change.
With an understanding of these 10 funding models, nonprofit leaders can use the for-profit world's valuable practice of engaging in succinct and clear conversations about long-term financial strategy.
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.