• Understand why you should consider a merger or alliance before it's necessary.
• Learn why it's in your nonprofit's best interest to collaborate.
• Guide your leadership smoothly through the merger process by using a proven analysis framework.
• Discover the author's expert advice on partner selection as well as step-by-step guidance through the process.

• Learn why some ideas thrive while others never catch on—and how to create those ideas that "stick."
• Find out how to transform the way your organization communicates ideas by applying the "human scale principle," using the "Velcro Theory of Memory" and creating "curiosity gaps."
• Discover the six principles of "sticky ideas" and learn how your organization can use them to create successful messages.
• Learn why the Curse of Knowledge—or knowing too much—can interfere with your ability to create ideas using the six principles.

• Learn how "social media"—blogs, podcasts and social networks—are combining pop culture with traditional marketing—and changing the world of marketing in the process.
• Find out how individual citizens with a broadband connection and access to several inexpensive or free tools are influencing the public's perception of your organization.
• Discover ways to work with these everyday people to enhance your marketing exposure.
• Learn why citizen marketing is oftentimes more effective than what is produced within your marketing department.

In the next several decades, the baby boomer generation will transfer approximately $41 trillion, a good portion of which will go to the nonprofit sector. The essays in this newly released collection explore every facet of this transfer of wealth: the expected trends, the potential impact on the nonprofit system and the impact on governmental policy, as well as the expanding role of family foundations, women and donor-advised funds.

This book is the follow up to the 1999 bestseller First, Break All the Rules, which identified the 12 most important elements that all great managers share. In 12, the authors once again draw from The Gallup Organization’s database—which now includes 10 million employee and manager interviews—to give real-life examples of how managers from around the world epitomize each of the 12 Elements. In addition to the Gallup data, the authors use the latest insights from brain-imaging studies, genetics, psychology, behavioral economics and other scientific disciplines to reveal what drives good managers.

Although they are among our most powerful institutions, foundations are, conversely, the least accountable. Fleishman examines the roles foundations play in fueling the nonprofit sector, how they discharge their stewardship responsibilities, and the extent to which they produce significant measurable benefits to society. In the future, if foundations want to continue to enjoy the freedoms and flexibility they have in the past, they will have to be much more transparent about their decision making and operations.

Becoming a smarter, faster and better leader means embracing paradox. Author Karlin Sloan offers practical strategies to help leaders gain perspective and self-knowledge, so that they can focus on building their legacy and making an impact on both their organization and the world as a whole. Effective, enduring and fulfilled leadership means, ultimately, focusing on we instead of me.

This book will make you rethink the way your organization makes decisions. Surowiecki’s argument that the group’s answer to a problem is better than any one expert’s contradicts the idea that the CEO, executive director or board are the sole decision makers in an organization. Instead, tapping into your organization’s rich source of information and knowledge—and then aggregating those opinions—will result in smarter decisions.

Because board members are responsible for ensuring the long-term financial stability of the organization they serve, it is crucial that they understand the fiscal position of the organization. But board members are busy volunteers and don’t necessarily have the financial acumen it takes to interpret financial conditions and make financial policies. Fiscal management needs to be simple and easily understood by all board members, not just those on the finance committee. The cash flow approach outlined in this book gives board members the tools they need to both easily grasp the financial situation of the organization and help them use the organization’s operating dollars to fulfill its mission.

To be successful in today’s Connected Age, a person doesn’t need to be tech savvy. Instead, a mindset of connected activism—where information is widely and freely distributed—is the key to success in today’s digital age. Author Allison Fine describes the core ingredients of connected activism—including self-determination and meaningful participation—and discusses how digital technology can enhance efforts to solve social problems. Momentum is a road map for executive directors, board members and funders who want to use the new digital tools to effectively and inexpensively strengthen relationships—which, in the end, is what being connected is all about.

Cause marketing is a growing model for collaboration between corporations and nonprofit causes. However, as with most new ideas, implementing a cause-marketing program brings challenges as well as benefits. The purpose of this book is to help nonprofits see the benefits and opportunities that cause-marketing relationships can bring, while reducing the number of potential challenges. Author Jocelyne Daw explores practical tools to successfully develop strategic cause programs--including program delivery, marketing and fundraising--to maximize the benefits.

Anyone who works in a nonprofit is familiar with the five problem elephants presented in this book. The paradox, of course, is that no one wants to talk about them. Yet ignoring these elephants keep organizations from becoming great instead of good. This book gives readers a description of each disruptive pachyderm, as well as Live Lessons—real situations from actual nonprofits—that show the effect these elephants have on nonprofits on a day-to-day basis. Tools and techniques to tame these pesky pachyderms are also explored.

The time is ripe for nonprofits to reinvent and re-examine their partnerships with businesses. Korngold gives nonprofits step-by-step guidelines on how to leverage the vast resources businesses can bring to their organizations to increase their effectiveness. The nonprofit sector has been rocked by scandals and controversies, particularly surrounding giving after 9/11, from which it has never fully recovered. The press and public sector have raised doubts about nonprofit accountability, which forces nonprofits to focus more on governance and to seek board members who are serious about how the nonprofit accomplishes its mission.

It doesn’t matter if you run a nonprofit or a for-profit—anyone who is in business knows that the most dreaded part of the workday is the meeting. They last too long, they take time away from real work, and they sap workers of energy and enthusiasm. In this leadership fable from best-selling author Patrick Lencioni, readers are invited to take a contrarian, nontraditional view of meetings that will transform what is now a painful and tedious activity into something that is meaningful and productive.