Leadership is one of the most talked about, but least understood concepts in the Non-Profit field. There seems to be consensus that not all managers are leaders. There is however less consensus regarding the principle of whether managers are ‘made’ and leaders ‘born’. Both of these aspects are of importance in terms of leadership versus management in the Non-Profit sectors, and the debate is ongoing. Of even more importance is actively promoting and endorsing the debate on the need of leadership in the nonprofit sector.
Risk is inherent to the life in general and in the nonprofit organisations (NPO) field in particular. In the NPO field risks cannot be avoided and are part of our everyday organisational life. This has always been the case - The future is always uncertain and the outcomes of events unpredictable.
Nonprofit Boards are either seen as a decisive force to ensure accountability of nonprofit organisations or, as problematic institution not contributing to the basic business of the nonprofit. There seems to be a general perception that non-performing boards are the rule, and not the exception. The basis for this perception depends on who you speak to:
In the past few years we have worked with various Non-Governmental Organisation focusing on various organisational functions such as fundraising, developing Monitoring and Evaluation systems, Human Resource Management, Governance, strategic planning and others. Whatever the functions, we have always started processes with building a comprehensive profile and audit of the organisation across all aspects of organisational functioning.
Sabbaticals are commonly seen as an employment perk in the academic world, but sabbaticals are gaining ground in the social service sector, as way to help both the nonprofit leaders and the organisation experience revitalisation and reinvigoration. There is a cluster of funders who are committed to the art of talent-focused grant making as a dynamic and innovative opportunity for growth and renewal of present and potential leadership, as well as that of the organisation.
Efficiently - doing a function with the least amount of effort and time
I have written about the frustration of fundraising for nonprofit, community based organisations in South Africa before and feel the need to once again touch on this subject. My frustration level has not decreased. Some of the frustrations include:
The National Lottery Distribution Trust Fund (NLDTF):
Nonprofit organisations (NPOs) and civil society organisation by nature inhabit a world of relationships. Whether between NPOs and beneficiaries, local NPOs and their partners, NPOs and donors, governments, the private sector, relationships are foundational to everything the sector does. However the term ‘partnership’ has been diminished by misuse and is applied to a range of relationships and at this stage is quite often a devalued term.