Organizational Development
Why Settle for Cookie-Cutter People and Culture Practices?
Six ideas that could help organizations improve hiring, performance, equity, and more.
Phil Buchanan
Philanthropy & Funding
What Large, Unrestricted Gifts Do for Nonprofit Leaders
A study of MacKenzie Scott’s early giving reveals how transformational generous general operating support can be.
Foundations
Now Is Not the Time for Foundations to Default to Minimum Payout
Foundations should step up in a time of unparalleled crisis—and strong market returns have made it easier for them to do so. This essay is a response to the keystone article in the Up for Debate series on foundations' payouts during big crises. Visit the series page for more reaction pieces like this one.
Excerpt
Philanthropy & Funding
Strategy Done Wrong
An excerpt of Giving Done Right details the death of top-down philanthropy.
Measurement & Evaluation
Using Client Feedback to Stay on Course
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.
Review
Foundations
In Defense of Perpetuity
Limited-life foundations are currently all the rage, but Fleishman’s book reminds us that perpetual, endowed foundations are in many cases preferable.
Collaboration
Barriers to Funder Collaboration and the Will to Overcome Them
Foundation leaders know the social sector needs more and better collaboration for impact, but four barriers often get in the way.
Foundations
Foundation CEO Angst: Moral Imperatives and Insomnia
A new study reveals that foundation leaders are more self-critical than ever and are seeking urgently to create greater social impact.
Nonprofits
Listening to Those Who Matter Most, the Beneficiaries
The views of those who benefit from social programs offer insight into a program’s effectiveness.
Foundations
Luck of the Draw
Grantees of foundations have little control over which program officer takes their case. Yet program officers make or break grantees’ experiences with foundations. To trigger social change, foundations must give program officers better training, clearer expectations, and regular performance feedback.