In order to successfully address our society’s and the world’s most perplexing problems, what’s needed are “large, cross-sector, multistakeholder collaborations and other collective efforts.” Isn’t it time we retire this “Lone Ranger” figure once and for all? This article is part of our recent attempt to advance this sector’s conversations about leadership and collective action.
Are shared leadership models a way to address the traditional risks of executive transitions and organizational management? Perhaps, but what legal risks might they bring? We welcome all commentary from our readers.
Talk about nonprofit collaboration is plentiful, but specific and successful collaborations seem all too elusive. Thanks to the Lodestar Foundation and its annual Collaboration Prize, communities benefitting from meaningful nonprofit collaborations are not only being identified—they’re being recognized and rewarded for their efforts.
Since the presidential election, protests have multiplied. These decentralized activities create obstacles to traditional funding processes, leading funders to develop innovative and flexible new models.
In the nonprofit world, risk is too often precious in our rhetoric but neglected in professional practice. As a result, our grants mostly produce that with which we say we are most dissatisfied: the status quo.
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