the highest performing boards embrace, plan for, and capitalize on the challenge and change that new leadership brings to the organization. This requires trust, risk, and courage.
nonprofit boards that develop, use, adapt and proactively test forward-thinking organizational strategies build capacity to thrive in a rapidly changing environment.
It is my deep-rooted belief that a nonprofit board of directors is the anchor for thriving nonprofit organizations that make a difference. As a first step, nonprofits need to invest in strong board governance training to ensure adequate oversight and risk management of the enterprise.
For nonprofit leaders balancing nonprofit program reliability and innovation is a core component of thinking strategically about program expansion.
It is a time that we require frank conversations about the limits of wealth and power and the need to focus on strengthening the social contract of this country.
Nonprofits need strategic philanthropy. Make no mistake about it, the need is urgent and should not be confused with “big bet” or “audacious philanthropy.” Instead of reinforcing the mythology that reinforces the bigness of philanthropy and the source of change, nonprofits need philanthropists who bring partnerships, strategic investments, and humility.
The social sector bracing for challenging times ahead and nonprofits need philanthropic partners, not philanthropy-driven “moonshots” to solve big social problems (with perhaps the exception of disease research) moonshots are a distraction. We in the middle of an unprecedented challenge to the social contract that our government has with we the people. We need leadership of a different kind from philanthropy.
Nonprofits need philanthropists and foundations to stop perseverating, be fearless advocates, engage nonprofits, give up control and fund proactively.
The framework for the discussion was the reality of the strategic challenges that confronting the nonprofit sector.
Forward thinking nonprofits are engaged in ongoing planning and the larger and more complex the nonprofit is, those conversations must include frank conversations about restructuring, breaking up and focusing on the organization’s core competencies.