This article provides a discussion into the role of leadership and the multiple branches of decision making that they must be involved in. The Cynefin framework was developed for such cases in order to tie in multiple angles of an issues as well as engaging in ‘complex contexts’.
This report explains how investments are being made with the goal of social and environmental well-being becoming a primary focus. This is a guide on how invested leaders can achieve positive results from impact investing at a faster rate.
Nonprofits, unlike corporations all have unique core purposes. A mission statement, therefore, is one of the most useful tools that nonprofit entities (including foundations) have available to them. A clear and well-focused mission statement can serve to guide all major decisions that a nonprofit organization must make—especially decisions about which new programs and projects to undertake, which to avoid, and which to exit.
This article is about cutting the wordiness of mission statements and getting the point across is an 8 word statement. The formula for this statement is provided and explained.
One of the biggest challenges facing nonprofits today is their dearth of strong leaders—a problem that is only going to get worse as the sector expands and baby boom executives retire. Over the next decade nonprofits will need to find some 640,000 new executives, nearly two and a half times the number currently employed.
Social entrepreneurs are often reluctant to relinquish control and create strong leadership teams. Unless they make this important transition, the organizations entrepreneurs worked hard to create are unlikely to scale or have the desired impact.
Building trust both between individuals and within organizations is absolutely critical to overall wellbeing and effectiveness. This post is part of our Frontline Leadership series, looking at what business leaders can learn from today’s military.
If an organization needs to undergo significant change, that’s a leadership issue, right? Leaders need to craft compelling elevator speeches, relentlessly deliver the message of change, and above all, walk the talk.
For much of its history, Wal-Mart’s corporate management team toiled inside its “Bentonville Bubble,” narrowly focused on operational efficiency, growth, and profits. But now the world’s largest retailer has widened its sights, building networks of employees, nonprofits, government agencies, and suppliers to “green” its supply chains. Here’s how and why the world’s largest retailer is using a network approach to decrease its environmental footprint – and to increase its profitability.
This article discusses the idea that in the future, companies will survive only if they help solve big social problems. It gives the reader an understanding of how ambitious our future goals can be and provides a fictitious example to illustrate the idea.
