We all understand the importance of long-range planning; it can be challenging to stick to the plan. But as the largely successful Republican effort to remake the federal judiciary reminds us, preparation and perseverance can pay off.
This article reflects upon principals and district administrators with a variety of styles and disparate impacts on the staffs they managed. Lyons points to four difficult administrative styles and four more positive “high impact” styles.
A recent HBR article begins with this frivolous pronouncement: “Too few nonprofits use the advantages of their nonprofit status.” We might do better asking what few nonprofits would not be practiced in, let alone not be aware of, these advantages?
In designing nonprofit interventions, a little local knowledge can go a long way.
Conflicts of interest don’t just need to be noted; they should be prevented whenever possible.
Another nonprofit decides to take an aggressive growth stance and ends up first forgetting the basics of stewardship and then losing financial ground.
Don’t trust anyone over 30? A millennial, who has now turned 30, shares what he has learned in a decade of activism with the post-millennial generation. Might be some good pointers for nonprofits supporting advocacy, too.
The newest chapter in the story of the University of Louisville Foundation, which is quickly becoming a case study for how not to run a philanthropic foundation, is all about a lawsuit.
In Richmond, a Civil War museum’s Black director seeks to curate narratives that honor a multiplicity of perspectives.
How do algorithms measure up when compared to human experience in decision-making? Do algorithms add to inequality? What are the unintended consequences of machine-led decision making?
