Archive for March, 2014

Strategy from the inside-out: the core and the driver

This is a series of articles, of which this is the second installment, from Mike Stone that explores the core concepts of a strategic planning approach for nonprofits. Mike welcomes feedback on these concepts, which will be included in a book manuscript. See the first installment here.

The elements of the organizational core

Traditionally, strategy development has begun with a review of the statements of vision and mission. Without a doubt, vision and mission are indispensable to the process of strategy development. But that value is limited to providing the broad parameters within which a particular strategy is developed. In other words, while vision and mission are valuable in providing the context for strategy, they are ineffective as drivers of strategy.

When developing strategy from the inside-out, defining the organizational core is the foundational task. The organizational core is comprised of the four organizational characteristics contained in the following statement:

  • Your defining qualities aimed at the highest priority needs of your primary clientele within your domain of operation.

Each of the four elements of the organizational core is described in greater detail below.

Defining qualities

The defining qualities are those competencies, values, or beliefs that guide the work of the organization. Though it does not need to be a distinctive quality, a specific attribute must meet three criteria to be considered defining: 1) it must speak to how the organization does its work; 2) it must be recognized by key stakeholders as adding value; and 3) it must contribute directly to the ability of the organization to create impact in the fulfillment of its mission. Defining qualities may be in the form of specialized training, content expertise, or a particular program approach or philosophy.

Primary clientele

The primary clientele is defined by the characteristics and/or circumstances of the people who benefit most from the work of the organization. For purposes of strategy development, an organization’s primary clientele can be categorized in one of three ways: [1]

The general population, meaning that anyone who chooses to participate is able to benefit from the work of the organization. Examples include a public library, a nature preserve and a local theater company.

A targeted population, defined as a group sharing a set of common characteristics or circumstances that result in similar needs or challenges. Examples of targeted populations include low-income families, at-risk youth and low-achieving students.

A specialized population, defined as a group with a unique set of characteristics or circumstances that require expert knowledge or specialized skills to address. Examples of specialized populations include such diverse groups as adults with developmental disabilities, immigrants and families facing bankruptcy.

Highest priority need

Each nonprofit operates on the belief that its actions will bring about a set of desired conditions for its primary clientele (remember the vision and mission statements). Typically, some form of barrier – social, economic or cultural – prevents those desired conditions from being realized. The highest priority need, in simple terms, is the key resource, asset, or intervention that is required in order to remove the barriers that prevent those desired conditions from coming into existence.

Primary domain

This element of the core ensures that the organization understands the market space within which it operates. The domain is recognized as the sphere within which a nonprofit finds its clients, funders, competitors and potential collaborators. Though often defined by geography, a domain can be defined as a specific industry, such as a state mental health system; or as a special interest, such as environmental preservation.

Harvest home example

Below is the organizational core of Harvest Home, an organization founded in the 1800’s as an orphan’s home and which now offers comprehensive behavioral health services for children and youth:

Defining qualities: Expertise in providing intensive, holistic therapy and support in a residential setting

Primary clientele: Children and youth with severe behavioral health issues (specialized)

Highest priority need: Comprehensive support in a highly-structured environment

Primary domain: State-wide, via county-based referrals

Core mapping

Once established, the organizational core serves as the foundation for the remainder of the strategy development process. Core mapping is a process that “forces” nonprofits to make judgments about the relative value of each program or service by providing a sorting mechanism based on a common point of comparison. The basis for the determination of relative value is the relationship of each program to the organizational core. Programs and services are mapped according the following criteria:

Programs that address directly all aspects of the organizational core are considered to be primary.

Programs that deviate from one element of the organizational core are considered to be secondary.

Programs that deviate from two or more elements of the organizational core are considered to be marginal.

The programs offered by Harvest Home are mapped as follows:


Harvest Home has been a residential facility since its founding in the late 1800s. Though its services have changed in accordance with the changing needs of youth, it has always been a place-based service, supplemented by an on-site school so that youth under the care of Harvest Home could continue to attend school regularly. Thus, both the residential program and the school are primary services based on the definition of the organizational core. And while the out-patient counseling programs serves youth in circumstances similar to those in residence, it is considered secondary because it does not include the full continuum of residential support.

Now what?

Several questions usually emerge at this stage of the strategy development process. Among the most common are:

What is the nature of our strategic growth moving forward? Should we do more of the same? Develop new programs and services? Reach new populations?

Should we stop providing the programs that are secondary or marginal?

Should we redefine our mission and organizational core to accommodate what we are doing now or aspire to do in the future?

I offer one response to both questions: It depends. Specifically, it depends on how you arrived at where you are now and, more to the point, where you think you need to be positioned in the future to create the greatest mission impact in the most financially-viable manner.

That is the subject of the next installment.

[1] The development of these categories was informed by Michael Porter’s article, “What is Strategy?”

See also:

Nonprofit Strategic Positioning: Decide Where to Be, Plan What to Do

The Nonprofit Strategy Revolution: Real-Time Strategic Planning in a Rapid-Response World

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Are you leaderless or leaderful? Results tell the truth.

“Our sector’s challenge is to move beyond episodic and scattered attention to leader transitions and leader development to a consistent and thoughtful ongoing strategy,” claims Tom Adams, author of The Nonprofit Leadership Transition and Development Guide.

Leading in the nonprofit sector isn’t easy. When surveyed, 75 percent of nonprofit leaders are planning to leave their positions in the next five years with some already in the process. At the same time, 71 percent of these organizations have no succession plan in place. What becomes of organizations that experience its leader’s exit without a plan? Results and impact pay the price.

Adams establishes in his book that there is an irrefutable connection between effective leaders and organizational results and impact. He further introduces the topic of transition planning and talent development by defining a “leaderful” organization:

“A nonprofit that consistently pays attention to and invests in leader transitions and leader development. These organizations live out their belief that there is a direct link between the effectiveness of their leaders and their impact in the world.”

Adams acknowledges there are common reasons for inaction, which are rooted in deeply ingrained defenses or rationalizations for not engaging in succession planning. Some of these rationalizations may sound familiar:

“Sure, investing in leaders is important, but we don’t have the resources.”

“I don’t expect to leave any time soon, so why worry about the executive change now?”

“We’ll get to that as soon as we finish this big project.”

Adams challenges you to reexamine these and other half-truths and reminds us there is great opportunity within leader transitions, such as changing direction, maintaining momentum and strengthening your capacity. So what behaviors do leaderful organizations exhibit?

There are two practices that advance leaderful organizations during and before leader transitions:

1) succession planning (which is of three types—emergency, departure-defined and ongoing leader development/talent management) and

2) executive transition management (which includes three phases Adams describes as “prepare, pivot and thrive” as well as a focus on organizational capacity, direction, priorities, required leader competencies, and proactive search and successful entry and connection of the new executive).

In this article, we’ll focus on the first practice. Succession plans can take on many forms. Adams elaborates on this topic in the adjacent table and shares a few essential elements to consider when in the early stages of preparing a plan. He explains the kind of succession planning you are doing will determine what is in your plan.

Let this list from Adams be a prompt for you to consider what might belong in your succession plan. More importantly, don’t let your organization’s impact be diminished because you waited too long.

See also:

Match: A Systematic, Sane Process for Hiring the Right Person Every Time

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The Nonprofit Leadership Transition and Development Guide by Tom Adams

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Join us for 40 new and improved strategies for fundraising with businesses

Join us for CausePlanet’s author interview with Joe Waters about Fundraising with Businesses: 40 New and Improved Strategies for Nonprofits.

The interview will touch on the following book highlights:

Apply literally dozens of case stories, instructive reminders and highly creative ideas to incorporate business partnerships and revenue to your fundraising plan.

Yield incredibly rewarding company collaborations by adopting the author’s recommended ideas, visual examples and steps for implementation.

Gain inspiration for growing your corporate involvement beyond the single strategy of asking for a check and identify what companies want from nonprofit partners.

Tap into your business partner’s numerous assets, including customer loyalty and employees’ desire to engage the community.

When? Thursday, March 27 at 11 a.m. CST

Don’t miss this great opportunity to get your questions answered by one of the sector’s leading experts on fundraising with businesses!

See also:

Leveraging Good Will: Strengthening Nonprofits by Leveraging Businesses

Cause Marketing for Nonprofits


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Millennials: Free agents of fundraising and advocacy

“There is a disconnect between the way [Millennials] give and the way they are being cultivated as donors,” say Saratovsky and Feldmann, authors of Cause for Change: The Why and How of Nonprofit Millennial Engagement. The authors further explain that, “Even though Millennials are the next generation of donors and constituents, leaders spend far more resources focused on maintaining their existing supporters rather than trying to cultivate new ones…”

The authors suggest three areas on which to focus with Millennial giving:

impulsive giving habits (keep it simple and compelling since so many causes are competing for their attention)

innovative uses of mobile technology (Millennials connect with organizations through their mobiles and sign up for events but they may not necessarily give.)

strong preference for event- and peer-based giving (e.g., spreading the word about a walk-a-thon, giving platforms like Razoo, charity: water’s birthday program where you can donate money instead of spend it on a birthday gift, crowd funding where large groups pool their resources together.)

Due to social media and Millennials’ focus on these connections listed above, we are seeing several shifts in peer influence in the nonprofit world according to Saratovsky and Feldmann:

1)   Donors and supporters are increasingly relying on referrals and guidance from friends, family and coworkers to make decisions, while Millennials are relying even more on their networks and sometimes the opinions of strangers.

2)   Individuals are organizing as “free agents,” or on their own outside of the organization.

3)   Direct communications from nonprofits are less impactful than in years past.

4)   Nonprofits are finding new ways to tap the most vocal supporters outside their core networks to become active supporters of their causes. These supporters, or peer influencers, may even be more important than your brand. To engage them, you must talk to them in relation to their stories and passions, not yours. Then, allow them to relate your message authentically in their own terms to engage with an audience your organization has not or cannot reach.

Nonprofits need to embrace these free agents despite their possible lack of expertise because Millennials will listen to them. Peer influencers establish trust, exchange ideas and information to help people (reciprocity), and demonstrate relevance. You can embrace peer influencers and make them work for you with the following hints the authors suggest:

1)   Make your website and landing pages easy to read and access or the influence will not work.

2)   Give permission for your community to report back to you.

3)   Bring the influencers into your work so you can work together and you know the message they are sending.

4)   Create opportunities for influencers to be creative and recognize their efforts.

5)   Help the influencers grab and use information from your website.

6)   Monitor how your influence tools are used (retweets, etc.).

7)   Help your staff understand and leverage the power of influencers.

Spreading ideas among peers

Saratovsky and Feldmann present many examples of peer influencers using social media tools to spread ideas more quickly and efficiently. One in particular is the 2012 movement against the Stop Online Piracy Act and the Protect Internet Privacy Act. Through petitions (4.5 million signatures), two million tweets and eight million people looking up their representatives to voice their concerns, the bills were defeated. The influencers worked with and around Wikipedia, Google and Reddit to discuss and protest the cause.

Leveraging fundraising among peers

Another example the coauthors explore is how Millennials use their influence to leverage collective fundraising among their peers. In 2007, two passionate young men looked at their annual giving and realized they could have more impact if they gathered friends and encouraged everyone to start with just one percent. And so, together with 30 friends, they launched the One Percent Giving Circle. Today, the One Percent Giving Circle has grown to become the largest online giving circle in the U.S.

When peer influence and free agents are at work among Millennials, it appears there’s not much they can’t accomplish. Millennials’ unique approach to advocacy and fundraising demand nonprofits accommodate these preferences if they want to nurture more of this behavior. A one-size-fits-all approach to constituency engagement is no longer appropriate for nonprofit leaders in light of Millennials’ unprecedented perspective. Early results in next gen advocacy and fundraising demonstrate that Millennials will change the world around them using new methods, collective behavior and the power of the free agent.

See also:

Multi-Gen Series–Volume One: Working Across Generations, From Woodstock to Wikipedia, Fundraising with the Next Generation and Engaging Millennials

Working Across Generations

Fundraising and the Next Generation

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3 practices leaders should adopt from Bono

This article originally appeared on the Fox Business website.

One of the great success stories of our time is the rock band U2.  When the band began in 1976, its musical skills left much to be desired. More than three decades later, U2 has received a remarkable 22 Grammy awards, more than any band in history. In addition, the band surpassed the Rolling Stones’ record for the highest revenue grossing concert tour. How did this transformation happen?

Like all great groups, leadership makes the difference. Bono is U2’s leader, lead singer and lyricist. His leadership approach can be described in one sentence: Bono communicates an inspiring vision and lives it, values people, and gives them a voice. CEOs would be wise to follow Bono’s example.

1. Communicate an inspiring vision and live it

U2’s vision is to improve the world through its music and influence. Bono calls it “the spark” and he feels it sets U2 apart from many other bands. U2’s songs address themes the band members believe are important to promote such as human rights and social justice. Bono has described himself as a traveling salesman of ideas within songs.

He lives the vision, too. Bono and his wife Ali are philanthropists who help the poor, particularly in Africa.

2. Value people

Bono values people. He encourages and affirms his fellow band members. He expresses appreciation for their talents and describes them as being essential to U2’s success.

Ask his fellow band members and they’ll tell you Bono has had their back during times of trial. When drummer Larry Mullen, Jr., lost his mom in a car accident a short time after the band was formed, Bono was there to support him. Having lost his own mother, Bono shared Larry’s pain. Later, when U2 was offered its first recording contract with the condition that it replace Larry with a more conventional drummer, Bono told the record company executive to “shove it.”

When lead guitar player “the Edge” went through divorce, Bono and the guys were there to support him. When bass player Adam Clayton showed up to one concert so stoned he couldn’t perform, Bono and the other members were likely tempted to throw him overboard for letting them down. Instead, they had someone step in to cover for him and they went on to help Adam overcome the drug and alcohol addiction he had developed.

Unlike many bands where the megastar takes most of the economic profits, Bono splits profits equally among the four band members and their long-time manager. This also shows that Bono values his fellow band members and manager. I’m not saying CEOs should split their company’s economic profits equally with others. Just recognize that taking too much of the profits works against motivating the people you lead.

3. Give people a voice

Bono gives his fellow band members a voice in decision-making. The members of U2 argue relentlessly over their music, which reflects their passion for excellence. Bono has stated this approach is frustrating at times and it takes longer to make decisions but that he believes it is necessary to achieve excellence.

Connection, community and unity

The result of Bono’s leadership is the band members feel a strong sense of connection, community and unity. Bono describes U2 as a tight-knit family. He has said, “People with a strong sense of family and community…are always very strong people.”  The commitment to support one another extends beyond the four members of the band. The members of U2 are part of a larger community that includes their families, crew members and collaborators. Many of them have known each other for decades.

The members of U2 feel connected to their leader and they have his back as well. The most vivid example of this came when U2 campaigned during the 1980s for the observance of a Martin Luther King, Jr., Day in America. Bono received a death threat that warned him not to sing the song “Pride (In the Name of Love),” a song about the Reverend Martin Luther King, Jr., at an upcoming concert. Bono described in an interview that as he sang the song, he closed his eyes. At the end of a verse when he opened his eyes, Bono discovered Adam Clayton literally standing in front of him to shield him from potential harm.

Now don’t get carried away and expect the people you lead will take a bullet for you. That said, just imagine what an organization of loyal, committed and connected employees could accomplish.

By following Bono’s leadership practices, CEOs can unite their organizations and motivate their members. Doing so will increase the trust, cooperation and esprit de corps necessary to produce sustainable superior performance.

See also:

Fired Up or Burned Out: How to Reignite Your Team’s Passion, Creativity and Productivity

Smarter, Faster, Better: Strategies for Effective, Enduring, and Fulfilled Leadership

Leaders Make the Future: Ten New Leadership Skills for an Uncertain World

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A critical asset of high-performing nonprofits: cultural competency

Cultural competency is a critical asset of every high-performing nonprofit yet little exists on the topic within the publishing world. Author Patricia St. Onge would argue that’s because cultural competency is a highly complex and challenging aspiration.

In her book, Embracing Cultural Competency, Patricia St. Onge explains there are five reasons why achieving competency in this arena is such a tricky prospect:

Paying attention to culture is considered by some to be among the “soft” skills that are often seen as less important than “hard” skills, such as fiscal management, fundraising and governance.

This conversation takes time.

It is largely an emotional interaction.

Our experiences are so different.

Many communities of color tend to be weighted down by internalized oppression.

Increasing your cultural competency is an ongoing journey that nonprofit executives must take because they know their outcomes will involve a more inclusive, connected, and effective organization.

In Embracing Cultural Competency, the author presents a useful framework that facilitates this journey and emphasizes the “three Cs” of effective capacity building:

Context: understanding historical and cultural realities that relate to the current situation
Community: using a process that stays centered in a group of people who face their own unique challenges and possibilities
Change: altering conditions in ways that advance equity for people and communities of color.

Cultural Competency as Discovering Context

Patricia St. Onge first describes a helpful diagram of concentric circles around an inner circle. The inner circle should contain a shared value or common goal with all the cultural groups orbiting around it. The dominant group should be one of the many circles, not the inner circle. Affirming all perspectives and giving attention to all cultural perspectives, including your own, will lead to cultural competency.

The author provides nine ways to discover key contexts associated with cultural competency. Here are two:

1)   See differences as always present. St. Onge shares an exercise to illustrate this point. She hands shapes of different colors out to a group, each one designating cultural characteristics, including birth order, generation, religious tradition, sexual identity, class, ethnicity/race and geographic origin. After each person on a team or in a training chooses his/her combination of colored shapes, very few will have the same handful, illustrating that diversity exists everywhere.

2)   Locate your own cultures. The author encourages everyone to name three cultures to which s/he belongs and list overt and subtle attributes associated with each. She stresses that if you don’t understand the cultural perspectives you bring, then you will assume they are the norm and will not be able to relate to/understand other viewpoints. St. Onge also provides a self-assessment in Resource F in the Appendices.

Cultural Competency as a Community Process

Cultural competency should be a process that is inextricably linked with good capacity building. It is a way of organizing, not just a collection of exercises. To incorporate cultural competency as a process, St. Onge recommends fifteen different actions or ways of thinking. Two examples follow:

1)   Base cultural competency on intention and values. Shared values with the community are critical to this process. St. Onge provides a list of core values for capacity building (e.g., being honest with self, acknowledging power imbalances, looking for connections, etc.) and questions for self-assessment (e.g., What cultural lens do I bring with me? What assumptions am I making about people? How are the seats arranged? etc.) that can help with this process. Just having diverse people present is not enough.

2)   See everyone as a learner; therefore, the consultant is not the expert, especially on the many aspects of culture. Fostering a sense of curiosity and openness can help avoid hurt feelings and help everyone learn, as in framing an observation in this way: “I wonder what life experience that person has had that would lead him/her to that conclusion.” Also, establishing good listening habits is crucial.

Cultural Competency as Changing Institutions

In this third element of the “three Cs” is change. Patricia St. Onge moves beyond a focus on individual and community habits to the bigger sphere of “disrupting historical patterns of inequity…to achieve social change.” She covers several issues that contribute to questions surrounding privilege, power, oppression and systemic change. Here is an excerpt about privilege:

Privilege is largely unconscious and often people don’t understand they have it. St. Onge shares a privilege continuum she uses as an exercise. People must stand on a continuum from highly privileged to underprivileged. The movement toward their perceived place usually creates some confusion and allows people to realize there are many different types of privilege. Many people in the exercise also recognize a fallacy: the “zero-sum proposition: your gain is my loss,” or, in other words, if a person gives up privilege he/she loses it. Therefore, creating capacity is about extending privilege to everyone, since it is not earned but granted. This involves not only the underprivileged groups working for equality, but also the privileged groups recognizing their advantages and working toward equality, too, although the process can be painful and uncomfortable on both sides. Being present and being an ally are important states to pursue.

Embracing Cultural Competency is a guide to better understanding that cultural competency is not a soft skill but a core asset. Consultants and capacity builders who work with nonprofits and foundations will find the author’s views accessible and informative. St. Onge and her contributing authors help you tackle urgent issues that can transform capacity builders into change agents in our sector. The authors invite you to think of cultural competency as an adventure and this book as a roadmap. The destination is a just society.

See also:

Community: The Structure of Belonging

Salsa, Soul and Spirit: Leadership for a Multicultural Age

Working Across Generations: The Future of Nonprofit Leadership

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Hiring talent: how nonprofit lifecycles impact culture and results

Organizational lifecycles analysis provides an effective diagnostic tool for examining how an organization has evolved as well as what opportunities and challenges lie ahead. Understanding what has been and what is to come is the foundation for predicting, analyzing and addressing effective organizational development. This lifecycle knowledge is especially effective when used in conjunction with a strategic framework that articulates the three or four goals an organization must achieve over the next three to five years.

Considerations when hiring

Whether hiring a new CEO or filling other senior leadership positions, the odds of making the correct hire are dramatically increased by applying lifecycle analysis while developing key performance indicators. The success of the hiring process is dependent on understanding the outcomes the individual is expected to accomplish and the range of experience, skill sets and attributes required to achieve these results. Often there is a bias toward identifying and hiring the skills required to successfully produce the position outcomes. However, it is the personal attributes that determine how effectively an individual works within the organization’s culture. Individuals with outstanding skill sets are often hired and then are unable to perform because they lack the characteristics to function effectively within the organization’s established culture. The current and anticipated next stage of the nonprofit’s lifecycle shapes culture and therefore must be fully analyzed to define the most important characteristics for a new leader.

Resources on lifecycles

Many resources are available to provide help in discerning the current and ideal future state of your organization. Susan Kenny Stevens’ book Nonprofit Lifecycles: Stage-Based Wisdom for Nonprofit Capacity is a frequently mentioned resource for the nonprofit sector. Nonprofit board members may be more familiar with Ichak Adizes’ groundbreaking work on corporate lifecycles from the 1980s. His book, Corporate Lifecycles: How and Why Corporations Grow and Die and What to Do About It, provides comprehensive insights into the unique facets of each stage of the lifecycle and also delineates how culture changes as organizations develop from an idea to a start-up to growth and maturity.

Below are examples of how three different stages in the lifecycle might be applied to assessments of organizational leadership:

Idea, Start-Up, Infant or Young Organizations

Nonprofit organizations are created because of new or innovative programing or content delivery ideas. Culturally, these organizations are characterized by high energy with the staff and board playing many different roles in fluid and often unpredictable ways. The leader is often the founder and is a charismatic cheerleader for the organization’s mission. This is the most fragile stage in an organization’s lifecycle, and there are libraries filled with books on the challenges of founder’s syndrome and how perilous leadership transitions are at this stage of the nonprofit’s life.

The driving question is, should this organization continue to exist? Has it been proven that the programs or services render the anticipated impact and that the market demand will sustain this organization long-term? If the answer is yes, then what steps must be taken to transfer ownership of the organization’s strategic direction and operations from the founder (or perhaps the founding board) to the board and staff and who can take this organization to the next stage of its development? The tendency is to hire another charismatic cheerleader with deep programming knowledge and experience. What the organization needs is a leader who will create the systems necessary to foster replicable results year after year. This individual will understand and has experience in balancing a range of organizational development needs, rather than focusing exclusively on program development and delivery. This is also the stage when the fundraising program must diversify beyond start-up capital and sweat equity to a sustainable fundraising model. The leader selected must have the attributes required to respect the start-up culture while guiding the evolution of that culture toward a sustainable future.

Adolescent or Growth Organizations

If an organization successfully navigates the start-up stage, it will begin experiencing the opportunities and challenges of what is commonly called the growth stage. This phase is characterized by the board and staff always feeling stretched, like there is never enough. Program opportunities exceed delivery capacity. Potential new partners, collaborators and funders clamor for new services or ask for the organization to embark on new programs to serve new audiences. To navigate this stage, the board and staff must recognize the linkage between quality programming and organizational excellence and must also have clarity regarding mission, or what results does this organization seek to achieve. This is the phase when the board must sometimes say “no” to good ideas. During this phase the board and staff members may exit because “we aren’t having as much fun as we used to” or “there are too many rules.” The goal of this phase is not to become a stifling bureaucracy, but rather to align resources (human and capital) in ways that will be most effective in accelerating progress on the mission. The temptation is to hire leaders who will “bring back the fun.” This often translates into seeking an entrepreneur who is interested in fostering new program or service development and is not a systemic thinker. Those characteristics may cause an organization to return to the start-up phase or fail to negotiate the organizational development necessary to become a sustainable growth or prime organization. The ideal leader for this phase brings consistency and discipline to the organization without driving it into a risk-averse culture. This leader understands how to deliver the promised results and exceed the expectations of funders and stakeholders.

Ageing, Dying and Turnaround Organizations

At this stage, an organization has lost its connection to the external environment. Decisions are made by the board and staff in support of internal drivers or agendas, rather than responding to the changing external landscape and serving their clients, as delineated in the mission. At this stage there is either a decision for renewal and reinvention or an acceptance by the board and staff to cease operations.

Obviously, the leader who would be selected to close a nonprofit and liquidate assets in a manner that is respectful to its legacy is different than the profile for an individual who will reinvent a nonprofit organization. Reinvention may require significant changes in the board and staff composition and the transformation of the organization’s culture. Moving the organization from internal preoccupation to external relevancy requires an experienced leader who understands the key values that must be instilled to drive transformational cultural change. The experience and capacity for engaging disenfranchised funders and stakeholders may be paramount to success of this reinvention phase.

See also:

Building Nonprofit Capacity: A Guide to Managing Change Through Organizational Lifecycles

Match: A Systematic, Sane Process for Hiring the Right Person Every time

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Management Café Virtual Book Club returns April 3

You have another chance! You can build your knowledge about best practices and recommended books through discussions with other professionals. All from your desk via webcast! The Nonprofit Cultivation Center, teaming up with our Page to Practice™ book summaries, is offering its next virtual monthly book club. It’s a unique professional development opportunity to explore nonprofit management topics with other nonprofit managers in facilitated discussions.

The first session starts Thursday, April 3, discussing The Power of Collaborative Solutions by Tom Wolff.

Don’t miss this innovative opportunity!

Learn more and register here.

For more information about Page to Practice™ book summaries, visit our summary store or subscribe to our library of recommended reading.

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