Preparing the Next Generation of Nonprofit Leaders
We should be focused on cultivating and developing the leaders we already have in the nonprofit sector, instead of trying to attract 640,000 new ones.
We should be focused on cultivating and developing the leaders we already have in the nonprofit sector, instead of trying to attract 640,000 new ones.
Social innovators need to hold a positive vision of where we can go, and must work on building faith that there is a common good and that people can work together.
Flattery, not good governance, reaps corporate directorships – especially for white males.
Now, more than ever, nonprofit leaders need to know how to maximize their social impact. Center for Social Innovation researcher Heather McLeod Grant shares some of the groundbreaking research explored in her coauthored book Forces for Good: The Six Practices of High-Impact Nonprofits. Drawing on her extensive study of nonprofit leaders and organizations, Grant reveals that success isn't just about "nonprofit management," but about creating larger systemic change. She shares three of the six practices for making such transformation possible.
It's high time for the nonprofit sector to put race on the table.
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.
Social entrepreneurship is attracting growing amounts of talent, money, and attention, but along with its increasing popularity has come less certainty about what exactly a social entrepreneur is and does.
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.