In this advancing practice session, we’ll explore three practice shifts for leaders and coaches.
Essentially, the organizations found that they could do more with less (funds) by doing more with more (leadership).
Use a relatable concept when describing a more complex, abstract idea—but carefully test your preconceived ideas of what people know.
Explanatory chains are one tool for ensuring advocacy messages don’t skip important links in a line of argument.
Knowledge of the cyclical nature of boards can help to mitigate some of the detrimental behaviors of the board, as well as provide ways to..
I want to offer three suggestions that I think are especially relevant for us in this polarized world.
Not only do nonprofits live in a world of risk, but at times it is important to acknowledge that risk fully and even use it as a way to mo..
Our data suggest that board decision-making processes rarely involve the kinds of balancing discussions posited in the literature.
It used to be that boards and governance were substantially the same. But with time and a radically changing environment, the domain of “g..
Servant leadership isn’t a toolkit for leading per se, but it is a darn good tool for evaluating how good a leader you are.