In advance of the publication of Engine of Impact, and in conjunction with release of the Stanford Survey on Leadership and Management in the Nonprofit Sector, GuideStar launched what will ultimately be an eight-part series of posts by Bill Meehan and Kim Jonker. The series, called “Your Engine of Impact,” will cover each of the seven elements that make up their model of strategic leadership, and it will conclude with a post on the role that strategic leadership plays in organizational scaling and in scaling impact.
Jacob Harold, president and CEO of GuideStar, wrote a special introductory post for the series. In his post, Harold also cites GuideStar-relevant findings from the Stanford Survey. And he makes a nod toward Meehan’s long history of supporting GuideStar and its mission:
Bill’s involvement in GuideStar runs deep. He was an early supporter of efforts by GuideStar founder Arthur “Buzz” Schmidt to leverage technology in a way that would empower donors to evaluate nonprofits. Bill also served on the GuideStar board from 1996 to 2012, and he holds the title of chair emeritus. Engine of Impact is, among other things, a culmination of Bill’s longstanding drive to bring greater rigor to nonprofit leadership.
Here are posts in the series that have appeared so far. (We will update the list as new posts go up at the GuideStar Blog.)
The target audience of Engine of Impact includes executives and staff members at frontline nonprofit organizations whose work has the potential to yield tangible, measurable results. The chief goal of Bill Meehan and Kim Jonker in writing the book, in other words, was to inform and inspire those who are in a position to build, tune, and fuel a true “engine of impact.” Yet the authors acknowledge that nonprofits make up just one part of a system that in various ways fails to support the practice of strategic leadership.
In an article for Stanford Social Innovation Review, Meehan and Jonker flesh out this critical point by describing steps that systems-level actors can take to enable nonprofit organizations to maximize their performance. The piece focuses on three of the seven components of strategic leadership—components that, according to findings from the Stanford Survey of Leadership and Management in the Nonprofit Sector, are most likely to pose a challenge for nonprofits. (See the chart above, which appears in the report on this survey.) Meehan and Jonker write:
[W]hile individual nonprofits have work to do, they alone can’t accomplish the sector-wide transformation that is so necessary. Much of the work of building more effective organizations needs to start, in particular, with the board members who oversee nonprofits and with the donors who sustain them financially. Consider the three areas of performance [board governance, funding, impact evaluation] in which nonprofits are most likely to struggle. In each, influential players within the nonprofit sector can and must help nonprofits develop strategic leadership capabilities.
The article, “Filling Essential Gaps in Nonprofit Leadership,” is available here.
In an article titled “Four Ways Nonprofits Can Increase Their Impact,” Theodore Kinni offers several nuggets of insight from an interview that he conducted with Bill Meehan and Kim Jonker. The piece appears in the Autumn 2017 issue Stanford Business, a magazine for alumni of Stanford Graduate School of Business, and Kinni quotes an observation by Jonker on how Engine of Impact is likely to resonate with members of that audience: “Stanford GSB alums are in a wonderful position to have a great deal of impact in the nonprofit sector. They will be familiar with many of the concepts in our book and, as donors and board members, they can make a big difference in the sector, even when they have day jobs outside the sector.”
The article is available here, at the Stanford GSB website; it’s also available here, as a PDF document. In both formats, the piece contains a brief excerpt from the book that outlines the “engine of impact” model.
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