Matt Bannick shares his learnings from over a decade of leadership at the Omidyar Network, which was one of the first hybrid philanthropic organizations to successfully combine traditional grantmaking and impact investing.
Sally Osberg shares her views on strong leadership after serving for 17 years as the president and CEO of the Skoll Foundation.
Although millennials are more eager than students of preceding generations to pursue viable careers in social impact, simple urges to do good are not enough to make appreciable dents in the world’s most pressing problems.
Today, the speakers who draw the biggest and most boisterous crowds—who fill students with a yearning to follow in their footsteps—are often dedicated men and women who run “do-gooding” organizations.
High-performance nonprofit organizations closely resemble high-performance companies—except for crucial ways in which they don’t resemble companies at all.
Esteemed philanthropist Susan Packard Orr and CEO Christopher Dawes of the Lucile Packard Children’s Hospital reflect on their respective approaches to strategic leadership.
On the occasion of his retirement from Lucile Packard Children’s Hospital, its longtime CEO reflects on bringing people together, pursuing a vision, and other elements of leading well.
The social sector is moving toward a model that emphasizes decentralized autonomy, meritocracy, and a sense of partnership—a model in which team members work together in fluid, constantly changing ways.
Here, the fruit of their long and rich experience, are the authors’ foundational principles as active observers, advisors, and leaders in the social sector.
Encounters with Bill Drayton, founder of Ashoka, and Roy Prosterman, founder of Landesa, had a decisive influence on how the authors think about achieving impact at scale.
Regardless of their political views, socioeconomic status, ethnicity, or gender, there is much work that all Americans can do to join together in common purpose.
We are entering a new era. Increasingly, philanthropists are grounding their generosity in decisions that focus on having real impact, and nonprofits are refocusing their strategies to maximize that impact.
Five years ago, Bill Drayton described the emergence of a new organizational model for the social sector. This article for SSIR highlights recent research on the promise of that model.
A survey of more than 3,000 nonprofit sector stakeholders illuminates shortcomings in performance that limit the impact potential of many organizations.
Throughout the nonprofit sector, scaling is viewed as a cardinal imperative. Is your organization truly ready to expand its impact? Here, presented in an article for SSIR, is a tool to help you find out.
From McKinsey Quarterly, a brief guide to serving as a nonprofit board member.
The Stanford Survey on Leadership and Management in the Nonprofit Sector shows that most nonprofits fall short in important areas of performance. This article, from SSIR, discusses ways to help solve this problem.
A call to action for the Impact Era, published in the Chronicle of Philanthropy.
The first post in an eight-part GuideStar series on key insights from Engine of Impact.
The second post in an eight-part GuideStar series on key insights from Engine of Impact.
The third post in an eight-part GuideStar series on key insights from Engine of Impact.
The fourth post in an eight-part GuideStar series on key insights from Engine of Impact.
The fifth post in an eight-part GuideStar series on key insights from Engine of Impact.
The sixth post in an eight-part GuideStar series on key insights from Engine of Impact.
The seventh post in an eight-part GuideStar series on key insights from Engine of Impact.
The experience of prize-winning social sector leaders highlights the enduring lessons of nonprofit management. Part one of a six-part SSIR series.
To thrive, a nonprofit organization must develop and adhere to a clear statement of its core purpose. Part two of a six-part SSIR series.
Overcoming a reluctance to ask people for money is a crucial step that every nonprofit leader must make. Part three of a six-part SSIR series.
High-performing nonprofits benefit from having a board of directors that functions as more than a rubber stamp. Part four of a six-part SSIR series.
One test of a nonprofit organization hinges on whether it can manage a difficult leadership transition. Part five of a six-part SSIR series.
Suggestions for applying the fundamentals of corporate governance to charitable organizations.
Donors and grantmakers are allocating money more efficiently, thanks to the emergence of information and funding intermediaries.
A case study of BRAC, widely considered to be the largest NGO in the world.
A profile of the Rural Development Institute (now known as Landesa), an organization that remained single-mindedly devoted to its mission.
An evaluation of three organizations—the Wise Giving Alliance, Charity Navigator, and Charity Watch—that rate nonprofit organizations.
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