Leadership Transitions
In practical guidance for executive directors, Adams clarifies responsibilities and expectations as they approach their own transition—which is a unique opportunity for significant changes in an organization’s focus and capacity.
So, who shot J.R.? And why did we care? Ted Ford Webb contends that internal politics and personalities shape most organizations—like subplots of long-running soaps—especially at the point of selecting new leadership.
Tim Wolfred is adamant that since transition planning is ultimately a board responsibility, the involvement of the outgoing executive may be open to question. So what’s a board to do?
An ancient proverb says, “The beginning of wisdom is to call things by their right names.” Tracing the 20-year history of field research in leadership change in nonprofit organizations, the authors note that mission, capacity, and diversity are intimately and inextricably bound with how an organization manages its executive succession. And, if we all use this wisdom…
Lester Salamon scans the environment of the past two decades affecting the organizational practices of the sector, noticing an inherent drive toward innovation and recreation. He also notes an irony and a challenge: balancing the growing culture of the market with our unique commitment to the common good.
Meet Maia Scott, a partially sighted woman who needs a closed circuit television to read a book — and design brochures, edit Web copy, and facilitate communications for a San Fancisco-based nonprofit theater project. For people with disabilities, even the smallest technology enhancement can mean the difference between the ability to work or not.
In our interview with Gar Alperovitz, he cites the upward redistribution of the nation’s wealth, the growing conformity on both sides of the political aisle, and the inexorable “browning” of America as critical markers in the terrain of nonprofit advocacy for the next period.
“Nonprofit workers earn less than their counterparts in the for-profit sector.” Right? New data suggests that we might have to retire this hoary chestnut to examine the actually motion and influence of market forces.
“Where your treasure is, there will your heart be also.” —Matthew 6:21
Usually we feature one topic–this time we have two: in-depth investigations of the nonprofit workforce and philanthropy, in all its variety. Both are central supports to our collective work–two sources of riches–but riches that need to be valued accurately and treated wisely to reap their true potential. Both were generated from our usual editorial development process. The focus on the nonprofit workplace arose from our commitment to sharing research findings that have immediate relevance and important implications for nonprofit leaders and managers in their daily operations. In this case, we are pleased to present the findings of Paul Light’s recent study of the special characteristics of the nonprofit workforce.
We approached 12 foundation insiders for their candid perspectives on the social, economic and political factors likely to influence institutional philanthropy in the next period.
