Robert Thalhimer

Nonprofits present a complex leadership challenge. They share with for-profits the need to market effectively a good or service, to motivate employees and to institute sound governance practices. Their greater complexity derives from the fact that often what they are selling is intangible, its purchase is often by a variety of third parties (e.g., grantmaking foundations, governments, corporate and individual donors) and multitudes of volunteers are often involved in the fulfillment of the nonprofit organization’s promise to its consumers. A good nonprofit leader begins early to offer staff development opportunities. Good idea. However, the reality is that many nonprofits have small staffs, so in order

“I’ve lived long enough to see a pattern. Each generation worries about succeeding generations and the loss of its own. Every time an elder donor passes away or a generous corporation leaves, their beneficiaries see an irreplaceable loss; a hole in the budget; a reason to ask how we can instill the values of giving in the younger generations and newer companies.” This was the introductory paragraph of Robert Thalhimer’s post on the PhilanthroMedia blog last week. Despite this constant worry, Thalhimer says, giving increases annually and endowments are booming. The reason philanthropy remains alive and well despite the generational shift is twofold.