Thanks, Peter, for articulating so well what my nonprofit friends and I have felt for so long. I 100% agree when you write that “Too often we only talk about all the reasons something cannot be done, or why it is not our job to do it.”
Those of us particularly at the lower rungs of the nonprofit structure are endlessly frustrated by being told that we cannot take meaningful action on an issue our organizations were founded to address out of fear it will invite criticism from stakeholders or (even more rare) legal action from donors. I don’t know about you, but I give to (and have worked for) nonprofits that address issues I care about because I hope they WILL take the necessary bold, researched and strategic steps I cannot take on my own. In a time when the nonprofit sector faces a loss of leadership at the highest levels, my hope is that the CEO’s and boards that move into positions of power in some of our most powerful nonprofits will declare to never again use the phrases “our donors aren’t used to that” or “that’s not the way we handle this issue” when justifying the strategic direction of the organization. The issues they address are too important.
I completely agree that nonprofit managers or board members don’t speak what they really believe because of fear of alienating people, especially donors, they’re not only hurting their cause, which is most important, but they’re usually hurting themselves. People expect nonprofits to stand for something, and like you, many people are attracted to organizations that show some passion, take a stand. You see a similar debate in the community foundation world. Emmett Carson (interviewed in the current issue of SSIR) makes a compelling case, in the SSIR interview and in a speech of his I’ve read, that when community foundations and other nonprofits speak out (show leadership, in essence), they attract more people than they scare away.
Peter, I am working for an international development ageny which based in China. “What should be done” is not a question, because we can see the answer everywhere in our mandate, mission statement, project document etc. But often, we are frustrated by the question of “how”. Just as you mentioned, holding the “accountability” at the lowest level can keep us away from risk. Innovative approaches are not rewarded. I am really concerned. If the organization does not emphasize on “how” to keep the promise to the society and the people who need our help, it will forget the answer to the question of “what”, someday.
COMMENTS
BY Lauren Janus
ON July 13, 2007 10:43 AM
Thanks, Peter, for articulating so well what my nonprofit friends and I have felt for so long. I 100% agree when you write that “Too often we only talk about all the reasons something cannot be done, or why it is not our job to do it.”
Those of us particularly at the lower rungs of the nonprofit structure are endlessly frustrated by being told that we cannot take meaningful action on an issue our organizations were founded to address out of fear it will invite criticism from stakeholders or (even more rare) legal action from donors. I don’t know about you, but I give to (and have worked for) nonprofits that address issues I care about because I hope they WILL take the necessary bold, researched and strategic steps I cannot take on my own. In a time when the nonprofit sector faces a loss of leadership at the highest levels, my hope is that the CEO’s and boards that move into positions of power in some of our most powerful nonprofits will declare to never again use the phrases “our donors aren’t used to that” or “that’s not the way we handle this issue” when justifying the strategic direction of the organization. The issues they address are too important.
Thanks for the chance to comment,
Lauren Mack
BY Pete Manzo
ON July 14, 2007 10:21 PM
Lauren,
I completely agree that nonprofit managers or board members don’t speak what they really believe because of fear of alienating people, especially donors, they’re not only hurting their cause, which is most important, but they’re usually hurting themselves. People expect nonprofits to stand for something, and like you, many people are attracted to organizations that show some passion, take a stand. You see a similar debate in the community foundation world. Emmett Carson (interviewed in the current issue of SSIR) makes a compelling case, in the SSIR interview and in a speech of his I’ve read, that when community foundations and other nonprofits speak out (show leadership, in essence), they attract more people than they scare away.
Thanks for your comment!
Pete
BY Tong Wu
ON July 18, 2007 01:23 AM
Peter, I am working for an international development ageny which based in China. “What should be done” is not a question, because we can see the answer everywhere in our mandate, mission statement, project document etc. But often, we are frustrated by the question of “how”. Just as you mentioned, holding the “accountability” at the lowest level can keep us away from risk. Innovative approaches are not rewarded. I am really concerned. If the organization does not emphasize on “how” to keep the promise to the society and the people who need our help, it will forget the answer to the question of “what”, someday.