Last week I had the pleasure of listening to Beth Kanter and Aliza Sherman, co-authors of...
Managers hate them. Employees hate them. Annual performance reviews “just take up time,” “distract from mission,” and force employees to wait far too long for feedback that could be useful for their professional development.
Because of the frightening steps taken by some to silence people of color and the poor by excluding them from voting in this election, I wrote this piece for the Chronicle of Philanthropy: “...
Developing leaders may be the missing link in your nonprofit’s strategic plan. There tends to be a sense that “if you build it (they) will come” when it comes to hiring new leaders.
At a recent gathering of state associations of nonprofits, we purposefully sparked a candid and invigorating conversation about diversity, equity, and inclusion.
This past January, I joined the ranks of Americans across the country who show up in masses on Martin Luther King, Jr. Day to participate in volunteer service projects in their communities.
Like most nonprofit professionals, I am passionate about the cause I support, and like many professionals, I am always looking for ways to build and strengthen my professional skills.
Using background checks as one step of the screening process before hiring certain employees has long been considered a prudent hiring practice by nonprofits.
You can ensure a high performing board by taking time to orient and continually engage board members.
(We are grateful to Ray Lu, Summer Fellow, who contributed to this post.)
