Engine Of Impact: Essentials Of Strategic Leadership In The Nonprofit Sector

Engine of Impact offers actionable guidance for raising impact in the social sector-a must-read for all donors, nonprofit board members, executives and also staff that look for to achieve extrasimple outcomes for their company.

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William F. Meehan III is the Lafayette Partners Lecturer in Strategic Management at the Stanford University Graduate School of Business and also a Director Emeritus of McKinsey & Company type of. Kim Starkey Jonker is President and CEO of King Philanthropies, Lecturer in Management at the Stanford Graduate School of Firm, and also the previous Executive Director of the Henry R. Kravis Prize in Nonprofit Leadership. Together, they co-authored the renowned Stanford Social Innovation Review series, "Fundamentals, Not Fads."

Table of Contents

Materials and also Abstracts1The Primacy of Mission chapter abstract

This chapter discusses the importance of a concentrated mission for a nonprofit organization, the qualities of a well-conceived mission statement, and also examples of nonprofit institutions that provided their mission to overview strategic decisions. The authors posit that executing a concentrated mission statement is critical for becoming a high-performing organization and also often is the catalyst for embracing brand-new challenges that are aligned. The authors warn nonprofit organizations against mission creep and diversification of routine activities, which occurs generally to appease funders. At the same time, the authors set out exceptions to the dominion by delineating certain situations in which it might make feeling for a nonprofit to think about expanding its programs.

2The Couple of Strategic Concepts That Matter chapter abstract

This chapter identifies the few strategic principles that matter to a nonprofit establishments as it creates a setup of actions to attain its mission. These strategic principles incorporate the following: theory of adjust, Oster's six-pressures version, assessing core competencies and also abilities throughout the worth chain, and strategic planning procedures. The authors discuss strategic concerns confronted by nonprofits with the lens of these devices and carry out examples of nonprofits that have actually properly embraced these tools to inform their strategy.

3Count What Counts chapter abstract

This chapter suggests for establishing rigorous affect review that deserve to provide feedearlier on whether an organization's concept of adjust and strategy are achieving its mission. The chapter begins through a discussion of existing devices and also approaches for affect measurement and review and the challenges to their reliable fostering. The mass of the chapter consists of salso certain ideas to help relocate impact measurement and review forward as the basis for decision making by nonprofit executives and staff, and philanthropists. Each idea is supplemented by examples of nonprofit establishments that have actually successfully adopted that concept in their day-to-day operations. This chapter includes conversation of ideas such as translating qualitative goals into quantitative procedures, randomized control trials, cost-benefit and also cost-effectiveness analysis, and feedback loops, and being early, managerial, transparent, and outside.

4Insight and also Courage chapter abstract

This chapter says that understanding and courage are critical founding points on the road to building truly paradigm-shifting, high-influence nonrevenues. Insight and also courage are as vital as a focused mission, logical concept of change, and also rigorous affect measurement to "earn the right" to more philanthropy. The authors provide examples of leaders such as Bill Drayton, Roy Prostermale, Duncan Campbell, and Vicky Colbert that have established nonrevenues based upon their specific insights right into social adjust. The authors additionally describe the experiences of Sakena Yacoobi and also Sal Khan in displaying courage. Insight and also courage are the sine qua non of nonprofit strategic leadership—without them, there is nothing.

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5Your Team of Teams: Building and also Sustaining a High-Percreating Organization chapter abstract

This chapter discusses an emerging business version (referred to as team of teams) and distills six ethics of high-percreating nonprofit organizations. Team of teams is an organizational design being emerged and adopted by Ashoka. Other establishments such as Pratham are adopting elements of team of groups as job-related becomes increasingly job and also team based. The six values of high performing institutions are (1) the importance of mission from Peter Drucker, (2) focus on a performance-pushed atmosphere from McKinsey, Murray, and Marmol, (3) "first who . . . then what" from Jim Collins, (4) fact-based decision making from Jeffrey Pfeffer and also Robert Sutton, (5) simultaneous loose-tight properties from Tom Peters and Robert Waterguy, and also (6) succession planning. The conversation of each principle contains examples of establishments that have properly embraced these principles.

6Money Matters: Funding as Essential Fuel chapter abstract

This chapter offers practical advice and also tips for improving your organization's capacity to attain the resources it demands to achieve your mission. The authors lay out 6 values to build an efficient fund-elevating and breakthrough society to raise maximum money through docountries. These values encompass (1) beginning via your board; (2) going wright here the money is, that is, rich individuals; (3) learning from establishments such as colleges, museums, hospitals, and perdeveloping arts establishments that excel at raising financial assistance from ultra-rich individuals; (4) meeting donors where they are; (5) investing in fund-raising capabilities; and (6) mastering the "ask" for money to support a nonprofit. The authors provide examples of establishments that have adopted these fund-raising ethics and also manufacturing tips and also monitoring from leading fund-raising experts and also consultants.

7Board Governance: Do What Works chapter abstract

This chapter discusses the state of board administration in the nonprofit sector and also outlines 5 ethics of reliable nonprofit governance. Each principle is a call to activity for nonprofit executives and board members as they seek to build effective governance practices for their institutions. These ethics encompass (1) demanding that your organization's mission is clear, concentrated, and also interpreted by the board; (2) evaluating the executive director on the basis of a sound process, (3) ensuring affect measurement processes that provide feedback on whether business strategy is achieving its mission, (4) composing the board such that it has all requisite sources, and (5) evaluating and also sustaining your very own board. The conversation of each principle includes examples of institutions that use these principles to accomplish high-performing administration.

8Scaling: Leveraging the Salso Essentials to Magnify Your Impact chapter abstract

This chapter breaks dvery own the procedure of scaling a nonprofit organization right into assessing readiness to scale and how to scale. The authors posit that a lot attention has been offered to the last, while the former continues to be an ignored issue in the sector. To this end, this chapter introduces a readiness-to-scale matrix, a managerial tool that nonrevenues deserve to usage to evaluate the fundamentals of strategic leadership and management as practiced at their organization and also in turn decide whether they are ready to range or not. The authors synthedimension their own monitorings and also that of various other assumed leaders on the topic of how to range. The chapter concludes through a conversation of nonrevenues that are scaling efficiently.

Conclusion: Strategic Leadership: Now Is the Time chapter abstract

The conclusion serves as the author's final contact to action for strategic management on the component of nonprofit leaders. After reiterating the huge opportunity to have actually extraordinary influence via fact-based decision making, the authors outline the ramifications of strategic leadership for various stakeholders: philanthropists and also significant donors, daily donors, nonprofit board members, and also nonprofit executives. The book concludes via an appeal to all stakeholders in the sector to use the devices of strategic management as a way for raising the performance of nonprofit organizations and also the sector all at once.