“Oops, I Failed Again”
Face-to-face conversations among CEOs reminds and reassures them that that failure is, in fact, the norm and does not preclude success.
Face-to-face conversations among CEOs reminds and reassures them that that failure is, in fact, the norm and does not preclude success.
For one client, four successive poor hires for one mid-level position had profound consequences on its scorecard.
How local governments and nonprofits can work together for large-scale community change.
The CEOs of three nonprofit organizations reflect upon the speed and tact with which they must adapt their strategies and directions in a new century.
Transformational leaders capitalize on the creativity that employees have.
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.
More nonprofits are managing their brands to create greater impact and organizational cohesion.
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.