This is the first article I have read that deals with this subject in such a forth right, up front manner. It is excellent! It is a good first step in a subject that needs further exploration. Just as in the “for profit” field organizations run from the small ‘mom and pop’ operations to the large conglomerate so to do such exist in the non-profit field. I am constantly amazed at the multi-demential scoup of management talent which exists in the non-profit field. It is more unrecognized then unappreciated.
I have recently founded a not-for-profit in my country (Malaysia) called the Genesis Initiative.
The problems faced by non-profits in your country are magnified in this part of the world, where there is hardly any money for the work that nonprofits want to do, because the image of nonprofits here are charity-based - run by retirees, people who can’t get another job, and run on a hand-to-mouth existence.
To a large extent that is true, but there are people like myself and several others who come from corporate, well-educated backgrounds who are bringing our expertise to nonprofits.
The crossover examples you mentioned, I can certainly relate to. The title of CEO or founder of a nonprofit just doesn’t garner the same respect or attention of a similar position in corporate life.
Besides the organisation itself, another mission I have is to get non-profits in my country and the region to see why they need to change the way the operate and communicate not just with potential donors, but with the public and media if they are going to be taken seriously and credibly.
Unlike the US where there are a lot of resources and support to do such work, in my country - it is still in its infancy.
Social change is what drives nonprofits around the world, ndn those of us who do it, do it because we have a passion.
Getting corporates to see us as more than just fundraising machineries with low-paid, low-quality people is a huge challenge we in this part of the world face.
Therefore, reading an article like yours provides encouragement, advice and ideas that are certainly useful.
Great article even though it does focus on the managers going from profit to nonprofit. I like how it explains the differences. As a nonprofit manager who did not transfer, but has “grown up” in the nonprofit world, it helps me to be able to explain the differences. I will be saving the article to send to my board and others. There are more and more places for training specific to nonprofit management. I finished a graduate certificate nonprofit management program at my local university (Univ. of Arkansas at Little Rock) 2 years ago. The need for training like this is getting more attention. If you know of a program, spread the word!
This report summarizes my 25 years of experience in healthcare in the noprofit sector . Often we blame ourselves or staff resistance for the slow process of influenciing , consensus building , and the difficulty in finding outcome measures that approximate the impact of our work .
Withhin my orrganization , the dental services are easily quantified and have a clear , predictable course with an endpoint. The behavioral and prevention / health promotion services defy easy measures and defined end points at which they can be assessed.This becomes challenging if we can’t present the story of our work usiing several different types of reporting methods - quantitative and qualitative . This article crystalizes what has been just swirling around iin our deliberations.
Based on my experience, another point might be worth considering.
A fair percentage of nonprofits begin each and every year seeking “startup” funding. Lacking sunstantial endowment revenue, fees from services, government contracts, foundation grants, and/or guaranteed donations, these nonprofits are in perpetual “entrepreneurial” motion.
Many nonprofits that fall into this category are issue-, advocacy-, or membership-driven. It could be argued that an ongoing struggle for funding or not “scaling up” to achieve a degree of stability could be seen as a signal of ineffectiveness or having outlived their usefulness. On the other hand, it could be argued that having to win over donors and members each and every year could motivate those groups to pay incredibly close attention to stakeholders and constituencies.
Regardless, the reality (as I have seen it) is that many forprofit leaders are shocked by how much energy and entrepreneurship is required just to keep the organization solvent…and continually innovating and proving itself.
This is a fantastic article that I have used frequently, especially when I hear nonprofit boards start talking about hiring CEOs from the business sector. I feel insulted when I hear some business people say that nonprofits need to be more business-like when I could argue that many businesses need to be more like a nonprofit. I see the cultural differences between the two worlds as a big challenge for CEOs from the business sector. I think they can be successful but they need to go in with the knowledge that they are entering a different world that functions differently and like an anthropologist, their first task is to learn this new culture. I think when people say that nonprofits need to run more like a business, I think they are saying that we do need to do a better job sometimes of articulating how we work and what makes our work successful but the challenges we face are huge. I see too many people think that hiring a CEO from the business world is a fix-all.
Having been in both the non-profit and for-profit worlds (I have both an MBA and a one year Development Certificate from USF), I see both sides and value both perspectives. The most important part of this article was the “Building Bridges” section.
“The true measure of making all this work,” concludes Novelli, “is to get the talent flowing in both directions. Make not-for-profit managers better so that they can be accepted on the other side of the bridge. And make for-profit people more understanding so they see the value of people from the not-for-profit sector. Not just value them because they know they can run a piece of business, but value them because they understand missions, they understand social change, and they understand social values.”
I hear a lot of comments above about not being understood ... it is sounding like a one way street. Non-profits also must make the step of understanding and appreciating the for-profit sector ... developing a mutual respect and understanding.
From the fundraising portion of non-profit, I am struck by the lack of innovation at the lower levels ... something that would spell doom in for-profit. How many solicitation letters do you receive every year ... could they be interchangeable? This is all that most for-profit people see. It is almost funny when speaking to a fundraising person and you equate fundraising to sales ... sorry but it IS sales ... sales of a social good. The exact same techniques are used at various levels of intensity.
There are more similarities than differences between for-profit and non-profit ... and for-profit is not a dirty word ... after all they pay the bills.
... another thought .. I wish a few for-profit folks were reading this as well so that I could get the other side opinion ... but any way ....
I think some of the misunderstandings stems from simply the pace. Due to the nature of the beast and the need to bring everyone along, non-profits seem to move and innovate more slowly than for-profits. Moving slowly in for-profit spells the end. The faster pace in for-profit forces quicker decision making putting people on a steeper learning curve .. with successes and failures. With a faster pace and the threat of failure always lurking, you tend to spot trends more quickly ... out of sheer survival.
A small thing but illustrates a bigger issue. I recently interviewed with two non-profits that had mid-management major gifts positions open. Both positions had been open for over 6 months and neither seemed to acknowledge there was a fundamental problem. Time just white washed the problems they had not addressed. They both said they were taking their time to find the right person. In for-profit there would be a tangible downside to such a delay ... lower sales and owners to explain things to. In the two non-profits, the management could not see a tangible downside of not paying attention to their donors ... the donation not pursued or cultivated ... time wasted = donations lost or at the very least donation levels dropped. They did see the savings in salary though. Where is the mission??
If I was a major donor and heard a NP had not filled a position for 6 months, I would be furious that the NP was being run inefficiently and my money wasted on either short term thinking or not addressing a management problem. Non-profits are a business as well.
I think if non-profit management received more business management training, it would help in “Building the Bridge” to understanding each others world.
Great article. I spent over 20 years in the for-profit sector, the last 12 of it simultaneously serving on boards of NPOs. I was always amazed at how slowly the NPOs moved, even those substantially smaller than my for-profit employer. I could understand taking lots of time to consult with the board and from major funders, and to tread carefully on issues where the views were divergent—that kind of consultation is parallel to what you’d experience in the for-profit sector (albeit much slower in the NPOs).
What blew me away was the extent to which Executive Directors felt the need to consult endlessly with staff, to the point where many decisions that an ED should have been making were delegated to an almost democratic process. To me, that is going too far. Certainly, you need to be inclusive in listening to other viewpoints when making major changes, and accommodating opposing views when the stakes are not high. But I’ve seen a lot of outright abdication of leadership masquerading as “inclusivity”.
In the past three years, I’ve worked in two NPOs and have experienced the problem firsthand. While I understand the need to be open to the input of mission-driven professionals who work at salaries far lower than they’d instantly get in the for-profit market, I believe many NPO senior executives are so averse to organizational strife that they put off indefinitely almost anything that smacks of internal controversy. That definitely exacerbates the problem and makes it unrecognizable for the for-profit executive, who is comfortable taking input from all sides, making a judgment, and expecting it to be carried out by the staff.
Deepti Bhuban
( Social Welfare & Development Organization)
19B/4D Ring Road . (4th Floor)Shaymoli
Dhaka-1207. Bangladesh
Cell:01712114861
e-mail: .(JavaScript must be enabled to view this email address)
Dear Sir/madam,
My best regards to you on behalf of Deepti Bhuban.
Deepti Bhuban is a non-governmental, non-political, non-profit organisation. Founded on 03. January 1989 since inception, it has been involved in organisation the efforts leading towards the development program in the northern region of Bangladesh..Deepti Bhuban is a Socio Economic Development & Welfare Organization working for the up lift of the distress, disadvantage people since 1989. Our plan aims at the coverage to the distress people in our locality to the way of light and enlightens their conventional lives by some eligible programs. By this time, it is very necessary to improve the socio-economic-condition of the distress people in local Areas who are deprived from fundamental demands. It is earnestly requested to join hand with us in this holy development mission by gracious necessary support to give there down trodden, distressed, under privileged people their due to human rights for this reason, I wish to have involve with your program.
I shall be longingly waiting for your esteemed positive response in these regards.
Thanks-
Debasis Chowdhury Rana
ExecutiveDirector
The vision of Deepti Bhuban is to establish a society, which is ecologically balanced, socially just and democratic, where the poor, being economically productive, enjoy an equitable environment.
The mission of the organisation is to uplift the social, economical, environmental and cultural status of the underprivileged people through building people’s organisations and undertaking various sustainable developments programs.
Major objectives are:
• Reduce poverty,
• Reduce AIDS/HIV
• Empower the poor socially economically,
• Thwart environmental degradation,
• Promote human right and social justice,
• To signify of collective social action.
Deepti Bhuban believes that participation of people is a must for any development effort. It involves the program partner at grassroots in the whole process of its development initiatives. Hence, it identifies its role as of a facilitator’s. A variety of programs are initiated in line with the vision and mission of the organisation. INVITATION: You are coordially invited to all well wisher,fellow-feelings for helping the poor and distress peoples for their development in next millennium for reducing poverty and upliftment.
Muy buen analisis, hay muchas cosas para tener en cuenta, sobre todo por parte de quienes estamos empezando en el mundo de la ayuda a traves de ONG´s.
Yo soy Presidente y fundador de un organismo sin animo de lucro que trabaja por el respeto de los derechos de los niños al norte de Colombia, cualquier información que quien lea esto considere me puede servir le agradeceria que me lo hiciera saber al siguiente correo: .(JavaScript must be enabled to view this email address) o .(JavaScript must be enabled to view this email address).
Con sentimiento profundo de admiración y respeto.
Diego Romero Daza.
Fantastic article. We provide scholarships to a great learning opportunity called ENCORE, that helps transition for-profit managers to the non-profit arena in leadership positions. These students will benefit from reading this. Thank you.
BYClemens Mulokozi; Jambo Bukoba NGO »Strengthen C
Excellent! Very impressive and informative as myself jumped from for-profit sector into non-profit. Also somewhat soothing because I realize many difficulties are universal, not a special burden in my backyard. 😊
BYJacqueline Dokerbroek-Jonas / Sticting Table moun
Thank you for a wonderful article. This article has touched me jus as it has touched so many others who is all doing great work and most of the time treated with very little respect.
Looking for funding is not easy but I sure hope that this article will also reach those people that we are dependant on; and who knows for some of us a MIRACLE will happen, I can sure use one!!
Once again thank you and goodluck and success hardworking fellow NPO’s -NGO’S.
Great article showing the need to bridge understanding, skills, roles, and expectations for those business professionals working with nonprofit professionals. Plus the commitment each nonprofit organization must have to develop the professional capacity of staff and their ability to work with CSuite and senior level business professionals on Nonprofit Boards and Strategic volunteer committees. The bottom line is that nonprofit sustainability and being a Corporation that is socially responsible to the needs in the community will take both nonprofit and forprofit professionals working together to make a positive change. Thanks for the article.
BYMichael Antony Hall - MD of Drugs Awareness Campai
This article has been extremely informative and very well written. Working towards positive change in the world of drugs awareness amongst young people has become a lifetime goal but is extremely difficult to measure which underlies the problem in getting funding.
This article has inspired me and made me realise that I have been going about things in the right way and even though it continues to be an uphill struggle, I am not alone. Thanks for bringing this to me at exactly the right time!
BYKathy Means, CAE, MNM, Produce Marketing Associati
Great article. In response to Judi’s comment, there are more places to get nonprofit management training. I earned my Masters in Nonprofit Management from Regis University (Denver area). It has on-campus and online options. I found the coursework covered many of the for-profit areas that some believe are lacking in nonprofit management. http://cps.regis.edu/degrees-masters-nonprofit-management.php
I found this very impresive. Developement workers like as well as the business men need this to learn from. I wondered why always top management for nonprofit NGO in South sudan keep runing away before thier end term. It is becouse of some these tremendouse issues hihglighted this doc
COMMENTS
BY anon
ON June 20, 2006 11:24 AM
excellent article!
BY Roger Davis
ON June 21, 2006 08:50 AM
This is the first article I have read that deals with this subject in such a forth right, up front manner. It is excellent! It is a good first step in a subject that needs further exploration. Just as in the “for profit” field organizations run from the small ‘mom and pop’ operations to the large conglomerate so to do such exist in the non-profit field. I am constantly amazed at the multi-demential scoup of management talent which exists in the non-profit field. It is more unrecognized then unappreciated.
BY faridah
ON June 23, 2006 12:19 AM
I have recently founded a not-for-profit in my country (Malaysia) called the Genesis Initiative.
The problems faced by non-profits in your country are magnified in this part of the world, where there is hardly any money for the work that nonprofits want to do, because the image of nonprofits here are charity-based - run by retirees, people who can’t get another job, and run on a hand-to-mouth existence.
To a large extent that is true, but there are people like myself and several others who come from corporate, well-educated backgrounds who are bringing our expertise to nonprofits.
The crossover examples you mentioned, I can certainly relate to. The title of CEO or founder of a nonprofit just doesn’t garner the same respect or attention of a similar position in corporate life.
Besides the organisation itself, another mission I have is to get non-profits in my country and the region to see why they need to change the way the operate and communicate not just with potential donors, but with the public and media if they are going to be taken seriously and credibly.
Unlike the US where there are a lot of resources and support to do such work, in my country - it is still in its infancy.
Social change is what drives nonprofits around the world, ndn those of us who do it, do it because we have a passion.
Getting corporates to see us as more than just fundraising machineries with low-paid, low-quality people is a huge challenge we in this part of the world face.
Therefore, reading an article like yours provides encouragement, advice and ideas that are certainly useful.
Thank you.
BY Judi
ON July 5, 2006 09:39 AM
Great article even though it does focus on the managers going from profit to nonprofit. I like how it explains the differences. As a nonprofit manager who did not transfer, but has “grown up” in the nonprofit world, it helps me to be able to explain the differences. I will be saving the article to send to my board and others. There are more and more places for training specific to nonprofit management. I finished a graduate certificate nonprofit management program at my local university (Univ. of Arkansas at Little Rock) 2 years ago. The need for training like this is getting more attention. If you know of a program, spread the word!
BY L.Reynolds MD
ON July 27, 2006 07:32 AM
This report summarizes my 25 years of experience in healthcare in the noprofit sector . Often we blame ourselves or staff resistance for the slow process of influenciing , consensus building , and the difficulty in finding outcome measures that approximate the impact of our work .
Withhin my orrganization , the dental services are easily quantified and have a clear , predictable course with an endpoint. The behavioral and prevention / health promotion services defy easy measures and defined end points at which they can be assessed.This becomes challenging if we can’t present the story of our work usiing several different types of reporting methods - quantitative and qualitative . This article crystalizes what has been just swirling around iin our deliberations.
BY whiteke
ON September 14, 2006 03:16 PM
Excellent summary, and very helpful.
Based on my experience, another point might be worth considering.
A fair percentage of nonprofits begin each and every year seeking “startup” funding. Lacking sunstantial endowment revenue, fees from services, government contracts, foundation grants, and/or guaranteed donations, these nonprofits are in perpetual “entrepreneurial” motion.
Many nonprofits that fall into this category are issue-, advocacy-, or membership-driven. It could be argued that an ongoing struggle for funding or not “scaling up” to achieve a degree of stability could be seen as a signal of ineffectiveness or having outlived their usefulness. On the other hand, it could be argued that having to win over donors and members each and every year could motivate those groups to pay incredibly close attention to stakeholders and constituencies.
Regardless, the reality (as I have seen it) is that many forprofit leaders are shocked by how much energy and entrepreneurship is required just to keep the organization solvent…and continually innovating and proving itself.
BY kwandrei
ON August 31, 2007 12:38 PM
This is a fantastic article that I have used frequently, especially when I hear nonprofit boards start talking about hiring CEOs from the business sector. I feel insulted when I hear some business people say that nonprofits need to be more business-like when I could argue that many businesses need to be more like a nonprofit. I see the cultural differences between the two worlds as a big challenge for CEOs from the business sector. I think they can be successful but they need to go in with the knowledge that they are entering a different world that functions differently and like an anthropologist, their first task is to learn this new culture. I think when people say that nonprofits need to run more like a business, I think they are saying that we do need to do a better job sometimes of articulating how we work and what makes our work successful but the challenges we face are huge. I see too many people think that hiring a CEO from the business world is a fix-all.
BY Marianne Quarre Dean
ON November 17, 2007 06:05 AM
Having been in both the non-profit and for-profit worlds (I have both an MBA and a one year Development Certificate from USF), I see both sides and value both perspectives. The most important part of this article was the “Building Bridges” section.
“The true measure of making all this work,” concludes Novelli, “is to get the talent flowing in both directions. Make not-for-profit managers better so that they can be accepted on the other side of the bridge. And make for-profit people more understanding so they see the value of people from the not-for-profit sector. Not just value them because they know they can run a piece of business, but value them because they understand missions, they understand social change, and they understand social values.”
I hear a lot of comments above about not being understood ... it is sounding like a one way street. Non-profits also must make the step of understanding and appreciating the for-profit sector ... developing a mutual respect and understanding.
From the fundraising portion of non-profit, I am struck by the lack of innovation at the lower levels ... something that would spell doom in for-profit. How many solicitation letters do you receive every year ... could they be interchangeable? This is all that most for-profit people see. It is almost funny when speaking to a fundraising person and you equate fundraising to sales ... sorry but it IS sales ... sales of a social good. The exact same techniques are used at various levels of intensity.
There are more similarities than differences between for-profit and non-profit ... and for-profit is not a dirty word ... after all they pay the bills.
Your thoughts
BY Marianne Quarre Dean
ON November 17, 2007 06:48 AM
... another thought .. I wish a few for-profit folks were reading this as well so that I could get the other side opinion ... but any way ....
I think some of the misunderstandings stems from simply the pace. Due to the nature of the beast and the need to bring everyone along, non-profits seem to move and innovate more slowly than for-profits. Moving slowly in for-profit spells the end. The faster pace in for-profit forces quicker decision making putting people on a steeper learning curve .. with successes and failures. With a faster pace and the threat of failure always lurking, you tend to spot trends more quickly ... out of sheer survival.
A small thing but illustrates a bigger issue. I recently interviewed with two non-profits that had mid-management major gifts positions open. Both positions had been open for over 6 months and neither seemed to acknowledge there was a fundamental problem. Time just white washed the problems they had not addressed. They both said they were taking their time to find the right person. In for-profit there would be a tangible downside to such a delay ... lower sales and owners to explain things to. In the two non-profits, the management could not see a tangible downside of not paying attention to their donors ... the donation not pursued or cultivated ... time wasted = donations lost or at the very least donation levels dropped. They did see the savings in salary though. Where is the mission??
If I was a major donor and heard a NP had not filled a position for 6 months, I would be furious that the NP was being run inefficiently and my money wasted on either short term thinking or not addressing a management problem. Non-profits are a business as well.
I think if non-profit management received more business management training, it would help in “Building the Bridge” to understanding each others world.
BY Bob
ON April 8, 2008 05:45 PM
Great article. I spent over 20 years in the for-profit sector, the last 12 of it simultaneously serving on boards of NPOs. I was always amazed at how slowly the NPOs moved, even those substantially smaller than my for-profit employer. I could understand taking lots of time to consult with the board and from major funders, and to tread carefully on issues where the views were divergent—that kind of consultation is parallel to what you’d experience in the for-profit sector (albeit much slower in the NPOs).
What blew me away was the extent to which Executive Directors felt the need to consult endlessly with staff, to the point where many decisions that an ED should have been making were delegated to an almost democratic process. To me, that is going too far. Certainly, you need to be inclusive in listening to other viewpoints when making major changes, and accommodating opposing views when the stakes are not high. But I’ve seen a lot of outright abdication of leadership masquerading as “inclusivity”.
In the past three years, I’ve worked in two NPOs and have experienced the problem firsthand. While I understand the need to be open to the input of mission-driven professionals who work at salaries far lower than they’d instantly get in the for-profit market, I believe many NPO senior executives are so averse to organizational strife that they put off indefinitely almost anything that smacks of internal controversy. That definitely exacerbates the problem and makes it unrecognizable for the for-profit executive, who is comfortable taking input from all sides, making a judgment, and expecting it to be carried out by the staff.
BY Debasis Chowdhury
ON August 3, 2008 08:17 PM
Deepti Bhuban
( Social Welfare & Development Organization)
19B/4D Ring Road . (4th Floor)Shaymoli
Dhaka-1207. Bangladesh
Cell:01712114861
e-mail: .(JavaScript must be enabled to view this email address)
Dear Sir/madam,
My best regards to you on behalf of Deepti Bhuban.
Deepti Bhuban is a non-governmental, non-political, non-profit organisation. Founded on 03. January 1989 since inception, it has been involved in organisation the efforts leading towards the development program in the northern region of Bangladesh..Deepti Bhuban is a Socio Economic Development & Welfare Organization working for the up lift of the distress, disadvantage people since 1989. Our plan aims at the coverage to the distress people in our locality to the way of light and enlightens their conventional lives by some eligible programs. By this time, it is very necessary to improve the socio-economic-condition of the distress people in local Areas who are deprived from fundamental demands. It is earnestly requested to join hand with us in this holy development mission by gracious necessary support to give there down trodden, distressed, under privileged people their due to human rights for this reason, I wish to have involve with your program.
I shall be longingly waiting for your esteemed positive response in these regards.
Thanks-
Debasis Chowdhury Rana
ExecutiveDirector
The vision of Deepti Bhuban is to establish a society, which is ecologically balanced, socially just and democratic, where the poor, being economically productive, enjoy an equitable environment.
The mission of the organisation is to uplift the social, economical, environmental and cultural status of the underprivileged people through building people’s organisations and undertaking various sustainable developments programs.
Major objectives are:
• Reduce poverty,
• Reduce AIDS/HIV
• Empower the poor socially economically,
• Thwart environmental degradation,
• Promote human right and social justice,
• To signify of collective social action.
Deepti Bhuban believes that participation of people is a must for any development effort. It involves the program partner at grassroots in the whole process of its development initiatives. Hence, it identifies its role as of a facilitator’s. A variety of programs are initiated in line with the vision and mission of the organisation. INVITATION: You are coordially invited to all well wisher,fellow-feelings for helping the poor and distress peoples for their development in next millennium for reducing poverty and upliftment.
BY Diego Romero Daza
ON August 6, 2008 10:40 AM
Muy buen analisis, hay muchas cosas para tener en cuenta, sobre todo por parte de quienes estamos empezando en el mundo de la ayuda a traves de ONG´s.
Yo soy Presidente y fundador de un organismo sin animo de lucro que trabaja por el respeto de los derechos de los niños al norte de Colombia, cualquier información que quien lea esto considere me puede servir le agradeceria que me lo hiciera saber al siguiente correo: .(JavaScript must be enabled to view this email address) o .(JavaScript must be enabled to view this email address).
Con sentimiento profundo de admiración y respeto.
Diego Romero Daza.
BY Sandra Rodriguez Capital Workforce Partners
ON August 15, 2011 07:15 AM
Fantastic article. We provide scholarships to a great learning opportunity called ENCORE, that helps transition for-profit managers to the non-profit arena in leadership positions. These students will benefit from reading this. Thank you.
BY Clemens Mulokozi; Jambo Bukoba NGO »Strengthen C
ON August 15, 2011 05:37 PM
Great article. Good to read that I’m not allone with this thoughts. This gives me strength!
BY Kyoungjin Lim
ON August 15, 2011 09:17 PM
Excellent! Very impressive and informative as myself jumped from for-profit sector into non-profit. Also somewhat soothing because I realize many difficulties are universal, not a special burden in my backyard. 😊
BY Jacqueline Dokerbroek-Jonas / Sticting Table moun
ON August 16, 2011 02:42 AM
Thank you for a wonderful article. This article has touched me jus as it has touched so many others who is all doing great work and most of the time treated with very little respect.
Looking for funding is not easy but I sure hope that this article will also reach those people that we are dependant on; and who knows for some of us a MIRACLE will happen, I can sure use one!!
Once again thank you and goodluck and success hardworking fellow NPO’s -NGO’S.
Kind regards,
J.D.J
BY Roxanne M. Garza
ON August 16, 2011 06:48 PM
Great article showing the need to bridge understanding, skills, roles, and expectations for those business professionals working with nonprofit professionals. Plus the commitment each nonprofit organization must have to develop the professional capacity of staff and their ability to work with CSuite and senior level business professionals on Nonprofit Boards and Strategic volunteer committees. The bottom line is that nonprofit sustainability and being a Corporation that is socially responsible to the needs in the community will take both nonprofit and forprofit professionals working together to make a positive change. Thanks for the article.
BY Michael Antony Hall - MD of Drugs Awareness Campai
ON August 18, 2011 04:23 AM
This article has been extremely informative and very well written. Working towards positive change in the world of drugs awareness amongst young people has become a lifetime goal but is extremely difficult to measure which underlies the problem in getting funding.
This article has inspired me and made me realise that I have been going about things in the right way and even though it continues to be an uphill struggle, I am not alone. Thanks for bringing this to me at exactly the right time!
BY Kathy Means, CAE, MNM, Produce Marketing Associati
ON September 12, 2011 10:42 AM
Great article. In response to Judi’s comment, there are more places to get nonprofit management training. I earned my Masters in Nonprofit Management from Regis University (Denver area). It has on-campus and online options. I found the coursework covered many of the for-profit areas that some believe are lacking in nonprofit management. http://cps.regis.edu/degrees-masters-nonprofit-management.php
BY Daniel Wani
ON July 29, 2015 12:32 AM
I found this very impresive. Developement workers like as well as the business men need this to learn from. I wondered why always top management for nonprofit NGO in South sudan keep runing away before thier end term. It is becouse of some these tremendouse issues hihglighted this doc
BY Lara C.
ON July 9, 2017 10:14 AM
I highly believe it is better to contribute directly and without intermediaries (ONG’s). There are always exceptions, of course…
BY lenaemoss
ON October 9, 2017 09:41 AM
Great article. That explains a lot that I have observed in the world of business.