Executive Issues

Typically when we think about the "business" of nonprofits, we think about volunteers donating their time and donors giving money. That may have been yesterday's model, but today many forward-thinking nonprofits are diversifying their revenue streams and asserting greater control over their bottom lines.

Development or fundraising policies may sound like the boring stuff we prefer to ignore, but they are actually a wonderful tool for fundraisers.

Earlier this year, I announced my retirement from Community Youth Services effective July 31. I have learned a lot about child welfare and, most importantly, how to effectively operate a nonprofit organization. Today, I will share some important revelations and lessons learned.

The primary reason a person does not perform in their job is that the job does not match the person's motivations and abilities. It's that simple. That's why, in my mind and management practice, I have changed the whole meaning of "firing" a person to "transitioning" a person to a place that really works for them.

Early last week, attendees from all parts of the nonprofit sector converged on Washington, D.C. for the inaugural 2015 Leadership Conference. The event, hosted by NonProfit PRO and held at the Capital Hilton, aimed to tackle leadership issues for nonprofits of all sizes and missions. By all accounts, it delivered.

The economic, political and cultural climate faced by human-serving nonprofits continues to challenge efficiency amid shrinking resources, increased demand and higher expectations of demonstrating return on investment. And while there is an urgency to achieve efficiency, there is even more urgency to achieve impact―in that "sweet spot" where operational excellence and mission alignment converge.

When you reduce philanthropy to a transaction, you've placed yourself in the pool with everyone. Your cause becomes identical to everyone else's. Giving as a quid pro quo definitely has its limits—in any community.

The word "business" conjures up visions of overweening corporate greed rather than the requirement that all—ALL—viable organizations must have a working business model with stable positive revenue flow.

The most important determining factor in your job security, job satisfaction and job success is being on the "same page" as your CEO or president. If you are uncertain if you and your president are on the same page, ask yourself these 10 questions.

Leaders with good judgment know when to force conformity and when to celebrate individuality. That sounds a lot like a great parent doesn't it?