For-profits tend to accept the benefits of coaching as a given. Nonprofits, on the other hand, question whether or not coaching actually works, and are more concerned with return on investment. But, as Bill Ryan explains, rather than asking “Does coaching work?,” nonprofit organizations invested in the practice would be better served figuring out how to make it work in their particular situation.
Princeton economics professor Uwe Reinhardt asks a question of nonprofit hospitals that might be asked of all nonprofits: why do we make transparency so difficult to access?
You may think that a personnel committee is a necessity for a well-functioning board, but Dr. Conflict assures you otherwise. The board governs but does not manage the organization; personnel matters are not its job.
Many groups are interested in building an online hub of shared resources that will get members “on message,” but few do what it takes to get it right. This study shows how, by joining forces, a network of organizations reframed the discussion of the “war on terror.”
Grant Thornton’s first annual review of governance practices among UK charities reveals mixed progress with regard to gender diversity.