Summer 2011 – Digital Issue

Working Concerns: About Nonprofit Talent

Summer 2011: Volume 18, Issue 2

Features

• The Nonprofit Ethicist
  How do you determine if your board has a conflict of interest, and how can you ensure its practices pass the “smell test”? by Woods Bowman
  
  
• Does Your Nonprofit Need an Attitude Adjustment?
  In order to acquire—and retain—emerging and seasoned talent in this complex environment, we need to rethink what it is that makes an effective organization. by Ruth McCambridge
  
  
• It’s a New (Old) Day for Volunteerism: Crowdsourcing Social Change
  What drives successful volunteer mobilization, and is it time for a reevaluation of the powerful potential of volunteers in and around your organization? by Peter O’Donnell, MREd
  
  
• New Voices in Community Development
  What do young people hope to gain from a career in community development? After interviewing a dozen young workers, the author came away with both an unsettling picture of the current community development landscape and a promising vision of things to come. by Rick Cohen
  
  
• Coaching as a Capacity-Building Tool: An Interview with Bill Ryan
  Coaching is being used both in business and in nonprofits to help develop leaders, old and new. Bill Ryan studied its use and provides an overview that will be useful to every board and executive. by Ruth McCambridge
  
  
• Doing More with More: Putting Shared Leadership into Practice
  There has been continual movement over the past three decades toward shared leadership, so why do most organizations follow the same old hierarchical structures that we know to be largely ineffective and outdated? As an initiative by the TCC Group has found, senior leaders are simply unfamiliar with the alternatives. by Michael Allison, MBA, Susan Misra, MPA, and Elissa Perry
  
  
• What Drives Nonprofit Executive Compensation?
  What really correlates to high salaries in the nonprofit sector? After studying nonprofit compensation practices, Peter Frumkin and Elizabeth Keating analyze the results. by Peter Frumkin, PhD, and Elizabeth K. Keating, CPA, PhD
  
  
• Sources of Attitudes on Nonprofit Compensation: A Conversation with Paul Light
  Commentator and frequent NPQ contributor Paul Light talks to contributing editor Jon Pratt about the external and internal forces affecting the setting of nonprofit compensation. by Jon Pratt, JD, MPA
  
  
• Fundraising Education: A Fork in the Road?
  Do we need a more intensive academic focus on fundraising education? The authors make the case . by Adrian Sargeant, PhD, and Jen Shang, PhD
  
  
• The Good, the Bad, and the Ugly of 360° Evaluations
  As the authors describe it, we live in a “feedback desert,” and 360° evaluations provide a means of giving and receiving much-needed balanced assessment. But the tool should be used with caution: evaluations are a highly sensitive matter, and organizations must carefully prepare before engaging in this practice. by Michelle Gislason and Marissa Tirona, JD

Departments

• Dr. Conflict
  An accomplished interim director is both furious and heartbroken when an external candidate is given the permanent position. Having been cheated of the long-awaited promotion, would “demanding” a raise be the right thing to do? by Mark Light, MBA, PhD
  
  
• Social Entrepreneurship as Fetish
  For many in the nonprofit sector, social entrepreneurship has become synonymous with innovation, transformation, and best practice all rolled into one. But what is social entrepreneurship exactly? And is it merely a fetish? by Fredrik O. Andersson
  
  
• E-mail Voting: A Simple Trap for Nonprofit Boards
  Can board members vote by e-mail? Not really, unless you carefully observe the limitations. by Leah Cohen Chatinover, JD
  
  
• Destroy Your Executive Committee
  Simone Joyaux expounds on the folly of establishing an executive committee to compensate for an underfunctioning board. by Simone P. Joyaux, ACFRE