This article is a useful reminder of the compliance-based roles of the board. Get ready to highlight your favorite parts as you read, as there are bound to be points to which you need to pay more attention. It’s valuable for even the most seasoned of executives and board members.
What differentiates nonprofit from for-profit entrepreneurship? This article not only explores the differences in risk and uncertainly in nonprofit entrepreneurship, but it also explains why nonprofit entrepreneurs and their funders are unwise to trap themselves falsely in a for-profit framework.
In an environment full of uncertainty, where significant advances can best be made through networks and partnership, leadership demands a higher level of self-awareness. Here, the great Meg Wheatley walks us through some practical questions nonprofit leaders should keep top of mind as we face the tumult.
Understanding where nonprofit risks cluster and how to address them can prevent disaster. This grounded framework will help nonprofit executives, board members, funders and others avoid traps and position themselves for solid sustainability or growth.
The U.S. social sector insists on raising up the “bold individual” as the hero of entrepreneurial endeavor—yet, as the authors write, “the uncertainty of our world requires the many to envision solutions.” In the long run, the entrepreneurship of a collective rather than a single individual may have a better chance of producing sustainable and relevant impact.
Taking an informed risk as a nonprofit is very different than living in the midst of uncertainty but the at the same time nonprofits can take steps inform themselves on risk they can prepare themselves to weather the far-end possibilities of an unpredictable environment. This practical article explains what those steps are.
It is not enough for nonprofit boards to help manage risk; nor should they fear it. In fact, as nonprofit governance expert David Renz explains, “The imperative here is to embrace risk leadership.”
Leaders understand that stasis can lead to devolution and that taking risks is a part of advancing social causes. How can this sector stop talking so much about containing risk, a legitimate but inadequate approach to the topic, and start to talk a bit more about how to engage and use it?
This edition of the Nonprofit Quarterly centers on the need for nonprofits to evolve from risk management to risk leadership
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