For-profits tend to accept the benefits of coaching as a given. Nonprofits, on the other hand, question whether or not coaching actually works, and are more concerned with return on investment. But, as Bill Ryan explains, rather than asking “Does coaching work?,” nonprofit organizations invested in the practice would be better served figuring out how to make it work in their particular situation.

Many crowdfunding projects are “one and done,” such as a musician’s production of an album. But how can you harness the power of crowdfunding for ongoing nonprofit service delivery? 

Are you living in a "fact-free zone?" Many in the nonprofit sector have opinions about best practices for fundraising, but what does the research say?

Henry Ford once observed, “Anyone who keeps learning stays young.” This is as true for nonprofit organizations as it is for individuals.

Teach For America founder Wendy Kopp is stepping down as CEO but is becoming board chair. From a governance perspective, this transition includes some unusual dimensions.

When a husband and wife team earns almost $800,000 from a nonprofit that serves those in need, should they expect some critical media attention and/or public backlash?

Executive transitions can be difficult and even more difficult when a strong-minded, longtime leader is leaving. This one in Pennsylvania has gotten a little dicey, public and unfortunate, at least in terms of perceptions.

Four Chicago nonprofit dance companies have merged into one: FlySpace. Is this the model of the future for many arts organizations that may benefit from pooling resources?

Nonprofits, donors, and people allied with them: watch out when there are deals that sound too good to be true. They just about always are.

Venture Theatre in Billings, Mont. is a small operation with outsized debt. The organization fired its executive, but where oh where was the board during all of this?

A new report from CompassPoint and the Evelyn and Walter Haas, Jr. Fund finds the development director position is often incredibly unstable. What is a nonprofit to do? What would you suggest?

Asked to list the most significant barriers that their organizations face in developing leaders, nonprofits repeatedly mention time and money, but how can they overcome these challenges?

We are all used to news reports of nonprofit executive salaries that are very high (and sometimes way out of proportion), but let’s note that some execs are taking cuts as well.

Whether one’s starting point is a leadership transition, board development or strategy, case studies teach us to recognize and embrace the interrelated nature of these processes.

In an editorial for the Times Leader, Patricia Mogan of the Pennsylvania Association of Nonprofit Organizations, finds a few lessons for nonprofit boards in the Freeh Report.

Today, the Young Nonprofit Professionals Network (YNPN) will meet in San Francisco. We’d like to hear from some of those in attendance as to what is being discussed.

VOICES FROM THE FIELD: Risk/Innovation/Failure

NPQ asked readers for their thoughts on innovation and risk among nonprofits. Here is one response (watch for the others!) “Nonprofit sector leadership should be celebrated for its risk-taking and anticipation of critical trends, not merely for…”

When there are serious problems or scandals plaguing an organization, who takes responsibility?

In searching for the explanation behind Blue Cross Blue Shield’s dismissal of a recent CEO, a Star Tribune columnist assumes that the fault lies in a for-profit/nonprofit “culture clash.” Maybe not.

If you want to be a really good professional—a development officer, or an executive director—you have to be a really, really good enabler.

Evaluator Gustavo Martinez has earned more than $1 million between 2001 and 2010 for evaluating an El Paso nonprofit whose CEO has resigned after an 11-count indictment.

A number of readers contacted us yesterday to suggest that we emphasize for all of you some aspects of my letter in the “Editor’s Notes” send out yesterday so we are republishing it here with the parts they noted as most important underlined. The key phrase that readers wanted me to highlight is “unless nonprofits and philanthropy see themselves as part and parcel of a profound era change and even as informed leaders in that shift, we will lose the whole ball game.”

Enabling encourages participation, shares responsibility and authority, enhances the self-worth of others, and energizes everyone in the organization. You should try it.

The International Brotherhood of Boilermakers, Iron Ship Builders, Blacksmiths, Forgers and Helpers has treated officers well while membership has declined, the Kansas City Star reports.

I wanted to make sure that you saw an article we posted online yesterday from the latest edition of the Nonprofit Quarterly journal. I'd love to hear your thoughts on how the demands of leadership may be changing.

When a new boss has the entire organization walking on eggshells, a staff member begins to dread going in to the office.

We often see stories about a nonprofit executive director, manager or board member who has embezzled from their organization, but how can nonprofits create a more ethical culture?

Nonprofit employees have always had to wear a lot of hats—fundraiser, marketer, grant writer, etc.—and now there is another one that smart organizations are donning with gusto: publisher.

Fundraisers often complain about competition, but doing so can lead your organization in some unwanted directions. Instead, think about congestion and how you can rise above it.

Pablo Eisenberg challenges nonprofits and organized philanthropy on their response, or lack thereof, to “a society increasingly divided over ideology, class and financial scarcity.”