There’s never been a better time than now to reflect and re-examine every segment of your organization. Will it look the same after COVID-19 is behind us? Will it function the same? Will your mission and vision be the same? How will you adapt and continue to thrive? An interview with Louis Fawcett, President of the National Association of Nonprofit Organizations and Executives (NANOE).
•Our brain’s main way of dealing with threats is the fight-or-flight response. A great fit for the kind of short-term intense risks we faced as hunter-gatherers, the fight-or-flight response is terrible at defending us from major disruptions caused by the slow-moving train wrecks we face in the modern environment, such as the COVID-19 pandemic.
To move forward, the nonprofit sector needs to do away with safe, routine conversations and start asking some hard questions. Indeed, questions are sometimes the only way to identify new possibilities, try new approaches and find a new and better way.
While Nonprofits are focused on consistently providing services to succeed in their mission, they’ll need to be mindful of adapting in order to keep up with or stay ahead of these challenges.
Nonprofits tend to be more trusting and have less stringent financial controls than their for-profit counterparts. As a result, Nonprofit embezzlement cases and other forms of employee fraud occur at an alarming rate. Nonprofits lose 13% of revenue to embezzlement per year compared to 5% with For Profits.
Nonprofits must somehow transition from surviving to thriving. One of the most important things to internalize is that a Nonprofit is a business. If it’s led with a heart for the mission and managed like a business with a measured impact, it can grow from just another Nonprofit to one that’s making a significant impact on the community. There are, however, a few more things to be aware of in order to make that transition.
There are many factors influencing the downward decline of Association memberships. Not the least among them is a resistance to change that insists they keep doing things the way they’ve always done so.
There are several trends that I expect in 2020 for Nonprofits. They’re based upon the increasing need of the sector to become innovative in the interest of growth and sustainability. These are the 5 most important trends to be aware of.
The roles of both the Boards and the Executive Directors continue to be blurred by (among other things) outdated Bylaws, Articles of Incorporation and the absence of governance and leadership development for both.
There are several shifts taking place in the Nonprofit Sector, forcing Nonprofits to re-examine the way they function. Here are the top 5 and the recommendations for address as we take off into 2020.
I continue to interact weekly with Executive Directors, who continue to struggle with Boards of Directors that resist any effort to adapt or change. Here are the top 5 reasons for that resistance.
The more important question to ask is Why Not Disrupt Nonprofits? The pace of ‘shaking things up, challenging and changing’ has to accelerate for Nonprofits to achieve sustainability and serve their missions.
The time for this kind of leadership is long overdue in the Nonprofit Sector. Many organizations are being left behind because of an inability to adapt and because of a resistance to change embedded in the culture.
The most recent survey data is irrefutable, with 98% of 500+ Nonprofits from across the US reporting that they do not currently have a written Fund Development Plan in place. It’s time for Nonprofits to stop thinking like charities and understand that they’re competing for money and attention. It’s time to think big!
Most of the 1.5 Million Nonprofits in the US don’t see themselves as supporting their work by competing for anything since they don’t sell products or services in a manner similar to for-profits. The problem with the Nonprofit model today is that it’s a model dependent upon revenue from unpredictable and unreliable grants, donors, federal funding, and in-kind resources.
The future of Nonprofits requires looking at your organization like a business model. In other words, lead it with a heart for the mission, but manage it like a business. This requires Nonprofits to transition from being too dependent upon unpredictable revenue to becoming innovative and willing to reinvent themselves in order to scale and sustain.
This is an interview with Nick Robbins, Executive Director of Returning Home, a Nonprofit that focuses on transitioning men and women out of incarceration back into their families and their communities.
There are fundamental protocols specific to Nonprofits and their Boards that have to be in place if any level of efficiency and sustainability is to be accomplished.
The Nonprofit Landscape is changing on a continuum. Most organizations and their Boards are either unaware, ill equipped or too resistant to change. This video series is for the purpose of awareness, equipping and making the case for change.
Nonprofits have never really examined or assessed the effectiveness of their programs in terms of outcomes measured against capacity and resources. This video shares one of the tools available to do so.
Every organization has a life cycle and every entity within that organization has one, as well. Nonprofits are not excluded. This video discusses the life cycles of Nonprofits and their Boards of Directors.
This is a great interview with Jen Miller, Development Director for the largest Nonprofit in South Dakota. Jen transitioned from the for-profit environment and we discuss some of the adjustments that are required to do so.
This is a great interview with Sara Scott, Executive Director of Adult Day NWA. Our discussion centers around her leadership in guiding her organization to accept and embrace significant transformation versus the alternative of ceasing to exist.
A channel specifically focused on raising the awareness of Nonprofits to rapid shifts in the sector and equipping Executive Directors and Boards of Directors with how to respond accordingly.