With shifting economic cycles, things happen that can help or hurt an organization. You need to prepare yourself to capitalize on an opportunity (the elevator door opening) regardless of where your nonprofit may be in its lifecycle or in implementing its strategic plan.
Investing in organizational capacity contributes to excellence and impact. Commit to doing “the whole job.”
Toolkit
A complete set of tools to accompany the chapter The Whole Job.
Course
Learn how the powerful lessons of personal change from The 7 Habits can help transform the behaviors of your workforce.
When a nonprofit struggles it’s usually not because the staff are weak. It’s more likely the result of inadequate leadership and poor planning. Most employees
I have never believed that the skills required to successfully manage an organization are reserved for a special or chosen few. What is often lacking
I’ve been deeply engaged in philanthropy for more than two decades. Friends and colleagues often ask me how I assess the effectiveness of a nonprofit.
Culture matters. It’s a core organizational asset.
Respecting and trusting your people is the foundation of all good management.
Always listen for and even seek out signs of trouble. Bad news is good news if you do something about it.
Develop “court sense” to see everything that’s happening around you, and to rapidly adjust to changes.
Commit to doing “the whole job.” Investing in organizational capacity contributes to excellence and impact.
Planning is essential but success comes from the implementation of your ideas. “Book It and Ship It.” Make a decision and manage the consequences.
To create a culture of accountability, reinforce individual ownership of problems. Always ask, “Who owns the monkey?”
