As I mentioned earlier, leadership is on my brain this month. And I was reminded over the weekend that inspiration and leadership go hand in hand. You cannot lead real change unless you are able to inspire those you are leading to do great things.
On Saturday I watched the movie Invictus with my sons. The movie chronicles the 1995 Rugby World Cup championship which South Africa hosted shortly after the end of apartheid and the election of their first black president, Nelson Mandela. Mandela saw, before anyone else, the opportunity the World Cup offered to unite a country divided by decades of segregation.
Mandela also recognized in François Pienaar, the captain of South African rugby team the Springboks, the opportunity to create a real leader. Although at first a reluctant leader, Pienaar finds inspiration from Mandela and uses it to rebuild his disheartened team and eventually go on to win the World Cup.
Although the movie came out several years ago it seems particularly timely now because of Mandela’s recent death. The movie demonstrates what an amazing social change leader Mandela was. He had the uncanny ability to recognize people’s strengths and offer them an opportunity to rise to heights they had never imagined.
It seems to me that what separates great leaders from mediocre leaders is this ability to inspire others to greatness. A true leader asks us to rise above circumstances and do more, be more than we ever thought possible. It is at those times that real change can happen.
Through a seemingly innocuous sporting event, Mandela and Pienaar took the rubble of a horribly segregated and angry country and built unity. It is amazing to watch:
My focus this month at Social Velocity is nonprofit leadership. As I mentioned earlier, May’s webinar is Reinventing the Nonprofit Leader. And I’m delighted to release today, as promised, the companion book, Reinventing the Nonprofit Leader.
Here is an excerpt from the new book:
The new millennium has been a difficult one. A crippled global economy, threatening climate change, crumbling education and healthcare systems, and a widening income gap comprise a few of the social problems we face.
And as our social challenges mount, the burden increasingly falls to the nonprofit sector to deal with the fall out.
So it is time for a new kind of nonprofit leader, one who has the confidence, ability, foresight, energy, and strength of will to lead the nonprofit sector, and our communities, forward. Indeed it is up to the leaders of our great nonprofit sector, to face, rather than shrink from, these many challenges.
It is time we move from a nonprofit leader who is worn out, worn down, out of money and faced with insurmountable odds, to a reinvented nonprofit leader who confidently gathers and leads the army of people and resources necessary to create real social change.
So in the hopes of inspiring nonprofit leaders to claim their rightful place as true heralds of social change, I have written this book. It is based on my many years of coaching nonprofit leaders to success. This book lays out the elements that those nonprofit leaders have learned in order to embrace their role as reinvented nonprofit leaders.
The reinvented nonprofit leader:
- Unlocks the Charity Shackles and demands to be treated as an equal and critical part of the economy, the community, the solution.
- Refuses to Play Nice and gets real with funders, board members, partners, and staff who are standing in the way of progress.
- Embraces Strategy that moves beyond just “doing good work” and gets real results.
- Uses Money as a Tool because big plans will not come to fruition without a sustainable financial engine behind them.
- Demands Real Help and the tools necessary to achieve the mission because the best leaders recognize weakness and solicit help to address it.
- Breaks Down the Walls of the organization and lets the world in as fully engaged partners, advocates, and supporters.
- Remembers the Dream that got them here in the first place because often it is the big idea that propels great leaders forward.
It is a tall order, but true leadership is.
We no longer have the luxury of mediocre leaders. These times demand confident, capable, engaging leaders who are a beacon to a society whose mounting problems are overwhelming at best.
While it may seem like an impossible transition to become a new kind of nonprofit leader – one who is more entrepreneurial, innovative, confident and strategic – let us remember that nonprofit leaders have always been entrepreneurs. They have recognized some sort of disequilibrium in our society and have created, out of nothing, an organization, a solution and an assembly of staff and volunteers to fix it. In essence, I am simply encouraging you, the nonprofit leader, to claim your rightful place.
The reinvented nonprofit leader is confident, engaged, and savvy. She will, I have no doubt, lead this great nonprofit sector, and all of us who benefit from it, to new heights.
So how do you become a reinvented nonprofit leader? Let’s take these one by one…
If you want to read more, download the Reinventing the Nonprofit Leader book now.
And if you register for the webinar before May 21st the companion book is free. You can register for the Reinventing the Nonprofit Leader webinar here.
I am really in to Slideshare lately. I uploaded my first Slideshare presentation, Calculating the Cost of Fundraising, last month and people seemed to really like it. So I plan to create regular Slideshare presentations and share them on the Social Velocity Slideshare site.
Today’s Slideshare is 7 Ways to Kiss Fundraising Goodbye. Traditional nonprofit fundraising is broken. It lock nonprofits in an endless cycle of chasing low return activities. A much better approach is to create a sustainable financial model that aligns well with your mission and core competencies. Nonprofits must move from Fundraising to Financing.
If you want to move your nonprofit from a Fundraising to a Financing approach, download the Build a Nonprofit Financing Plan Step-by-Step Guide.
Bradach asked leaders and thinkers in the scale movement – like Risa Lavizzo-Mourey from the Robert Wood Johnson Foundation, Billy Shore from Share Our Strength, Wendy Kopp from Teach for All, and Nancy Lublin from Do Something – to contribute their insights to the series. Bradach is doing this because he believes we have not yet figured out how to grow solutions to a point at which they are actually solving problems. As he wrote in his kick-off post to the series:
Over the past couple of decades, leaders have developed a growing catalog of programs and practices that have real evidence of effectiveness. And they’ve demonstrated the ability to successfully replicate these to multiple cities, states, even nations in some cases, reaching thousands or even millions of those in need. Despite all this progress, today even the most impressive programs and field-based practices rarely reach more than a tiny fraction of the population in need. So we find ourselves at a crossroads. We have seen a burst of program innovation over the past two decades; we now need an equivalent burst of innovation in strategies for scaling.
One of the places where scale has been an on-going topic of conversation is the annual Social Impact Exchange’s Conference on Scaling Impact. Now in its fifth year, this conference next month in New York City brings together “funders, advisors and leaders to share knowledge, learn about co-funding opportunities and develop a community to help scale top initiatives and build the field.” The conference is organized, in part, by the Growth Philanthropy Network, which “is creating a philanthropic capital marketplace that provides funding and management assistance to help exceptional nonprofits scale-up regionally and nationally.”
I’m excited to be attending this year’s conference and participating in a panel called “Business Models for Sustainability at Scale.” From my perspective, one of the biggest hurdles to scale is a financial one. Very few nonprofits have yet figured out how to create a sustainable financial model, let alone how to create one at scale. And this hurdle exists for many reasons, including: lack of sufficient capital in the sector, lack of sufficient management and financial acumen among nonprofit leaders, an unwillingness among funders to recognize the full costs of operation. So I’m excited to be part of this important conversation about how we can actually create financially sustainable scale.
It will be interesting to see how the conversations at the Scaling Impact conference – led by rockstars in the field like Antony Bugg-Levine from the Nonprofit Finance Fund; Tonya Allen from the Skillman Foundation; Heather McLeod Grant, author of Forces for Good; Paul Carttar from The Bridgespan Group; and Amy Celep from Community Wealth Partners – will relate to the perspectives of those writing in the “Transformative Scale” blog series. I wonder where there will be overlap and where there will be disagreement or even controversy. Scale is an incredibly difficult nut to crack. And as Bradach rightly states, no one has figured it out yet.
I will be posting to the blog during the conference about what I’m hearing and where there are common threads or separate camps.
I hope to see you there!
Image Credit: Social Impact Exchange
Nonprofit leaders have been given a seemingly endless list of tasks: develop and execute effective programs, manage a diverse and underpaid staff, chart a bold strategic direction, create a sustainable financial model, wrangle a group of board members with often competing interests, and recruit and appease a disparate funder base.
All with little support along the way.
I think its time for us to reinvent the nonprofit leader. In order to better lead her staff, board, and donors to greater social change, the reinvented nonprofit leader must:
- Unlock the charity shackles that keep nonprofits beholden to dysfunctional expectations
- Refuse to play nice with staff members, board members, or funders who stand in the way of the mission
- Embrace strategy that gets results
- Wield the money sword
- Break down the walls of her nonprofit to let in more supporters, advocates, and partners
- Demand real help and the tools necessary to do the work well
- Remember the dream for change that inspires the work
So in the hope of inspiring nonprofit leaders to claim their rightful place as true heralds of social change, I am offering a new Social Velocity webinar, Reinventing The Nonprofit Leader.
Informed by years of experience coaching nonprofit leaders, the Reinventing The Nonprofit Leader webinar will help nonprofit leaders like you to:
- Adapt to a rapidly changing world
- Find the confidence, energy and will to lead more effectively
- Better engage your staff, board, and donors in the work
- Stop apologizing for what you really need
- Use money as a tool
- Embrace new technologies and approaches to build momentum
- Become inspired for the work ahead
Reinventing Nonprofit Leader
A Social Velocity Webinar
Wednesday, May 21, 2014 at 1:00pm Eastern (or On Demand)
Don’t worry if you can’t make the time of the live webinar. All of our webinars are recorded and available On Demand, so simply sign up now, and you’ll be sent a link to watch the recording of the webinar after it airs. You can see the entire Social Velocity On Demand Webinar Library here.
I hope to see you there!
Photo Credit: Library of Congress
Controversy about whether Millennials will spend money differently than their parents to create change, arguments for greater philanthropic risk, examples of innovation in the arts, use of “Moneyball” in conservation and policymaking efforts, and the lure of online media to create social change. What more could you want from a month of social innovation reading?
You can also see all of the 10 Great Reads lists from past months here.
- Man, I love a good controversy. In April the Obama administration invited Millennial philanthropists to the White House to discuss next generation philanthropy. And The New York Times sent Millennial reporter (and heir to the Johnson & Johnson fortune) to cover it. Well, Jim Newell from The Baffler doesn’t buy the argument that Millennials are going to use money differently than their predecessors. But Jed Emerson and Lindsay Norcott think Millennials will actually take impact investing mainstream.
- And staying on the controversy train just a bit longer, William Easterly takes issue with celebrity famine relief efforts that ignore (and potentially make worse) the lack of democracy causing famine in the first place.
- Because achieving scale is incredibly difficult work, Jeff Bradach from The Bridgespan Group launched an 8-week series on the Stanford Social Innovation Review blog exploring how we achieve it. 16 thought leaders will “weigh in with their insights, struggles, and questions regarding the challenge of achieving impact at a scale that actually solves problems.”
- It seems that the arts, perhaps more than other issue areas, are on the front lines of innovation in order to stay relevant. And this month really brought those struggles home. First, the Houston Grand Opera has seen dramatic growth in audiences, bucking a declining trend elsewhere, by appealing to broader audiences. Perhaps the San Diego Opera could have learned something from Houston since their declining audiences (and poor governance decisions) have put them in danger of closing their doors. And ever at the ready with examples of how arts organizations are innovating and adapting, ArtsFwd released two case studies on how the Woolly Mammoth and Denver Center Theater Companies have embraced adaptive change.
- What’s with Moneyball (the movie and book about using data to drive major league baseball strategy) everywhere lately? Using data and smart strategy the Nature Conservancy is getting more effective at conserving bird habitats. And David Bornstein thinks the federal government is getting into the game as well with an increase in data-driven policy making.
- The Pew Research Center just released a book, and corresponding interactive site, about the changing demographic face of America and how it could affect everything, “Our population is becoming majority non-white at the same time a record share is going gray. Each of these shifts would by itself be the defining demographic story of its era. The fact that both are unfolding simultaneously has generated big generation gaps that will put stress on our politics, families, pocketbooks, entitlement programs and social cohesion.”
- Should philanthropy embrace more risk? Philanthropist Laurie Michaels founder of Open Road Alliance, which provides funding to help nonprofits overcome unforeseen roadblocks or leverage unanticipated opportunities, thinks so. Michael Zakaras interviews her in Forbes. As she puts it, “Very few people in the finance industry predicted the economic collapse in 2008, and yet we ask NGOs to submit a plan that will be stable for several years, which is an impossibility in the best of circumstance.” Amen!
- On the NPEngage blog, Raheel Gauba answers the fascinating question: “If Google were a nonprofit, what would its website look like?”
- And speaking of nonprofits online, the PhilanTopic blog released an infographic summarizing the 2014 M+R Benchmarks Study about nonprofit online activity.
- Moving on to other forms of media, I love what’s happening with video games and the innovators who are adapting them to help solve social problems. Who knew that playing Minecraft could actually change the world?
Photo Credit: Mikel Agirregabiria
One way to diversify and grow a nonprofit’s financial model is to attract more major donors. And I’m not just talking about major individual donors. Major donors are individuals, foundations or corporations whose gifts to a nonprofit are solicited and stewarded in a one-to-one, as opposed to a many-to-one, relationship.
But you won’t find them by chance. You find them by creating a thoughtful, systematic plan.
The Social Velocity Attract Major Donors Step-by-Step Guide helps you create a plan to secure more major donors. Typically major donor campaigns are undertaken by larger, older nonprofit organizations. But I believe that any nonprofit can turn their board and staff into an army securing larger gifts for their organization.
Here is an excerpt from the Social Velocity Attract Major Donors Step-by-Step Guide…
Attract Major Donors
What constitutes a major gift varies by nonprofit organization and depends on the size of the organization and the depth of their donor base. A major gift could be as little as $100 for a small, grassroots organization and as large as $1,000,000 or more for a large, established organization.
The first step in your major donor campaign is to determine how much you think you can raise from major donors in the first year of your campaign. In order to get at that goal you need to:
- Define a major gift level for your organization
- Analyze your current major gift activity
- Determine what investments in fundraising infrastructure you are going to make this year
Let’s take these one by one.
Defining a Major Gift for Your Organization
A major gift is a giving level at which you currently have a few donors, but the vast majority of your donors are below. So for example, if you currently have a handful of donors at or above $500, but most of your donors are below $500, $500 would be a major gift for your organization. Keep in mind that the major gift level for your organization can change over time as you bring in more donors and they start giving at higher levels.
Analyzing Current Major Donor Activity
Once you know what a major gift is for your nonpro!t, you will want to review how much you are currently raising at and above that level and from whom. Pull a report from your donor database that lists all gifts over the past 2-3 years at or above your major donor level. This will give you an idea of how much you currently bring in from major donors.
Determining Your Fundraising Infrastructure Investments
Your major donor goal depends in part on the resources you will devote to the major donor campaign.
- Do you have any plans to invest in your fundraising infrastructure? Do you plan to hire a Development person to focus on major gifts, or add other position(s) in order to free up current fundraising staff to focus on major gifts?
- Do you plan to upgrade your donor database to be more functional and efficient?
- Will you create marketing materials for major donor prospects? The fact that you are putting together this major donor plan will ensure some gains in major donor activity because strategy itself is a great resource investment. If you plan to invest in the backend of your major donor fundraising effort, you can expect to see some gains in major donors.
Once you have these three elements, you can determine a reasonable goal for your first year of a major donor campaign. It should be an increase from what you discovered in #2 above, and that increase is dependent upon how many changes (#3 above) you are willing to make to how you are currently securing major donors.
Once you’ve determined your major donor goal for the coming year, you will want to create a gift range chart that breaks that goal into goal into gift amounts, # of donors, and # of prospects so that you have a sense of what it will take to get to your goal…
To read more, download the Attract Major Donors Step-by-Step Guide.
And you can view all of the Social Velocity Step-by-Step Guides here.
Photo Credit: Chris Potter
In today’s Social Velocity blog interview, I’m talking with Cindy Gibson. Cindy is a consultant to national foundations and nonprofits providing support to improve capacity and program effectiveness. She is a widely published author and blogger on issues affecting the nonprofit and philanthropic sector. Cindy has been named one of the Nonprofit Times’ Power and Influence Top 50.
You can read past interviews in the Social Innovation Interview Series here.
Nell: Your writing tends to pull back the curtain on some of the “politeness” that goes on in the nonprofit sector and encourages more authentic conversations. Yet the tendency to seek consensus instead of conflict is fundamental to the sector and its long history, so how and where do we start having more productive, challenging conversations as a sector?
Cindy: This question nicely acknowledges the unique role the nonprofit sector can and does play in an increasingly polarized world, but that doesn’t mean the same sector necessarily values consensus over all else, including conflict. Historically, nonprofits have been at the forefront of passionate debates over some of the most difficult and divisive issues we’ve ever faced as a country—civil rights and abortion, for example.
Relatively speaking, though, nonprofits may be less predatory when it comes to how they work and the goals they want to achieve. That’s all good, but it doesn’t mean that nonprofits are or should be immune from criticism or legitimate questions about what they’re doing, how and for what purpose. Unfortunately, I think we’ve become so averse to that kind of open dialogue and critical analysis. As a result, the few people who are brave enough to raise questions are immediately labeled as “negative” or “a naysayer,” which slams the door shut on any hope of deeper discussion.
I think that’s because challenge sometimes is seen as being critical of the good intentions behind doing “God’s work.” But good intentions aren’t mutually exclusive from honesty and critical thinking. Honesty with the intent of finding out where there’s agreement, disagreement, what’s substantive and what’s smoke and mirrors can be transformational. After all, just because we might believe something is “effective,” doesn’t mean that it actually is. The danger in eschewing healthy skepticism is that organizations that aren’t particularly effective but receive a disproportionately high percentage of funding leaves organizations that are getting results with less support.
I can think of at least two examples of organizations – one national and one international – that have instant name recognition and are frequently held up as exemplars. Both have very charismatic leaders and are extremely savvy in marketing themselves and their brand. Both organizations, however, also have been the focus of studies by highly credible evaluators who found little or no data demonstrating their effectiveness. In fact, what data does exist shows that these groups are actually failing to achieve their stated missions. Nevertheless, they continue to receive millions of dollars from the same foundations that tout the virtues of evidence-based philanthropy, and their nonprofit colleagues continue to roll their eyes privately when these organizations are trumpeted as “models.”
Another place where critical thinking (and honesty) is desperately needed is when new organizations that may be replicating what others have been doing for years are hailed as “innovative.” And in fact, without more healthy skepticism, we’ll continue to lag behind other fields when it comes to innovation, which is built on critical thinking and disruption.
I think the first step toward breaking this cycle is to provide more platforms that are intentional about giving where people can express their opinions and ideas without fear of ad hominen attacks that tend to squelch the discussions we need to have. We can loosen up the tightly buttoned format of some of these events and allow for more humor, personality and insouciance. Fewer power points, more spontaneity.
We also need more venues in which to suss out what’s hype and what’s real so that people outside the inner circles of “the newest best thing” can understand what’s being promoted and what they think about it. Take social impact bonds, for example. A lot of what’s written about these is by people who are steeped in finance backgrounds, leaving those who aren’t confused and, in turn, disinterested in finding out more. As a result, there’s little serious debate about whether these are really all they’re cracked up to be, since there’s not much hard evidence, to date, as to whether they work. Yet, millions of dollars have been poured into their creation and rollout.
We also need more investigative journalism about nonprofits and philanthropy—not just in the mainstream but trade press as well. That’s difficult, given that most nonprofit information sources tend to be supported with grant dollars, making it difficult for them to be openly critical or truthful, especially when it comes to funders. But as foundations and nonprofits veer into territory previously relegated to either government or the private sector, there will be more attention focused on the issues that are natural byproducts of these changes: public accountability, mission creep, profit motivation and others. We’re already seeing it in stories about whether foundations have too much power in influencing public policy and whether citizens are being left out of important decisionmaking processes that involve only those with the financial resources to have access to that table. Something we can do right now though is encourage the same news outlets that don’t hesitate to cite “anonymous sources” in other fields to do likewise in reporting about philanthropy, which can be just as retributive against people who go on the record with critical comments.
Nell: One of the most difficult places for open, honest conversation is between nonprofits and the philanthropists who fund them because of an inherent power imbalance. Can we ever hope to overcome that and if so, how?
Cindy: While there is clearly a power imbalance baked into most transactional dynamics—including funding—I think it’s important that we don’t frame the need for more honest conversation as one that’s only about the funder/grantseeker relationship, which can usually be summed up as “funder bad, grantseeker good.”
I’d suggest that nonprofits themselves are reluctant to engage in honest public discussions about their peers.That silence is understandable, but it can be self-defeating—for both nonprofits and grant makers. Nonprofits aren’t given the chance to have thoughtful and open conversations about what’s not working so they could use that information help them strengthen their own activities. And philanthropists don’t have the benefit of getting honest, first-hand perspectives from a broad array of organizations with expertise.
Happily, I think there are larger, cultural currents that may break this logjam. Some of these stem from technology, which is driving more interactivity and transparency and democratizing what were once closed institutions to allow more meaningful participation for “real people.” These changes are also upending traditional hierarchical management structures, which rests on the premise that rank is power, to more collaborative and fluid systems based on ecosystem thinking. Clearly, we’re already seeing these trends disrupting entire fields such as journalism, education, and politics.
Young people in particular, “get it.” Frustrated by traditional institutions, they’re doing an end run around those organizations and creating new models of social innovation and change. They’re becoming social entrepreneurs unencumbered by bureaucracy, launching web-based giving circles where everyone’s a partner, and using social media to generate engagement that goes beyond donations. And they’re demanding more transparency from traditional “closed-door” institutions, including big foundations, which tend to see transparency as putting grant guidelines and allocations on a website. To grantseekers, though, transparency is being as honest as possible about how funders make decisions and on what criteria those are based.
Institutional philanthropy is one of those domains that, admittedly, is still dragging its feet in moving into this new universe. Risk averse by nature, they have hierarchies of power that are hard to shake. That’s why some of the most innovative developments in philanthropy are occurring outside the walls of the big foundations and among smaller entities such as community foundations, a group of which are involving community residents as equal partners in their grantmaking efforts. That kind of “participatory philanthropy” is also reflected in the rise of giving circles and crowdfunding sites that allow everyone to be a philanthropist.
I’ve had the privilege of working with several foundations who’ve been willing to jump into the abyss and open their doors in ways that previously would be sacrosanct. One national funder, for example, convened all 80 of their grantees in face-to-face discussions with a facilitator (and no foundation staff in the room) to give their unvarnished feedback about the funder’s somewhat unhelpful application process and the way in which they communicated with nonprofits. What made this process distinctive is that, according to a recent study by the Grants Managers Network (Project Streamline), only 9% of foundations have these kind of in-person conversations. Only 50% of funders even want to solicit grantee/seeker feedback, and they usually do so through surveys. But this foundation went even further: It used the “data” from those gatherings to completely revamp not only its application process but the internal funding decisionmaking systems. And it’s checking in with grantees annually.
I also worked with the Case Foundation several years ago to develop one of the first national “open source” funding initiatives that went beyond asking the public to vote on the recipients to involving “real people” in every step of the process — including determining the grantmaking criteria, reviewing all proposal applications, and deciding on the winners. What made this truly transparent was that the experts/funders didn’t decide the final list of potential grantees and then ask the public to vote on them; that, instead, emerged from a bottom-up process that didn’t involve the foundation at all.
This kind of transparency is the bedrock on which new, more democratic forms of philanthropy are being built. And it’s going to require that funders of all kinds be open to exploring new ways to develop stronger partnerships with “real people” on the ground. That will mean going beyond interviewing those people for input that funders then use to make the decisions themselves. Instead, it will require more meaningful involvement of people in communities in decisions about where funds are allocated, why, and how. Asking people to vote on grant-award dollars is one way; another might be recruiting people in communities to help advise foundations in developing their grant criteria, application process, and overall programs. Foundations can also ask the public to engage in their priority-setting when they do their periodic assessments, hold occasional meetings for the public, and bring in practitioners and outsiders to brief foundation staff members on a regular basis.
Admittedly, this kind of participatory philanthropy won’t be easy to embrace for institutions that have historically been shrouded in secrecy. But it could make philanthropy more responsive, authentic, and respectful to the public it purports to serve.
Nell: One of the topics you recently took on was Bill Shore’s (and others’) argument that nonprofits need to have bolder goals. You argued that “wicked problems” require a much more complex and messy approach. To take that point even further, given the ongoing increase in wealth inequality is there a point at which the system is so broken that no intervention by the social sector will really make a difference?
Cindy: I think there may be some assumptions in your question that need more clarification. First, there’s a link made here between burgeoning income inequality and the “system.” Which system, though? Government-subsidized social programs? The political process that determines who receives that support and how much? An economic system that, some argue, will always have built into it a level of income stratification? An educational system in which those with the social and financial capital to access the “best” schools are able to access better jobs? All of these factors contribute to income inequality, which, yes, results in an extremely complex and messy issue. In turn, any attempt to “solve” (you’ll note in our article, we say “resolve” instead) these problems will be fraught with nuanced minefields.
Another interesting thing in your question is the use of the word “intervention” as singular. Wicked problems by their very nature don’t usually respond to one “best practice” or even a set of discrete interventions. As one of my co-authors, Katya Fels Smyth, notes wicked problems don’t come from somewhere; they come from somewheres. And so do the solutions, which means that all sectors and domains need to be involved.
That doesn’t mean the social sector should just give up. We always need to continue to strive toward ensuring equality, equity and opportunity—the cornerstones of our democracy. It’s become increasingly clear, however, that no one sector or set of players can do it alone. So, perhaps rather than ask what the social sector can do, why not ask whether it’s time to start seeing all sectors as equally important in addressing these kinds of thorny issues?
But I’d raise yet another, bigger question: Is there even a need to have such a bright line separating the social sector from others? What, exactly, is the social sector? If, like the government, it shut down tomorrow, what would close? Today, like it or not, what used to be a clear delineation among the various sectors has become more of a membrane, with a lot of overlap and interflow.
I think what’s increasingly needed is a balance between preserving the values and mission of nonprofits while moving toward different ways of working with a more diverse set of players to achieve the common good. That will mean recognizing that the social sector may no longer have a corner on the market of all that’s right and good in the world, nor is it the only domain that can carry out charitable, philanthropic and social change efforts. Now, it’s less about which sector is “doing good” and more about making sure that all sectors, all organizations, and all individuals have the opportunity to affect change in meaningful ways in whatever milieu it occurs.
But that doesn’t mean the social sector should just disappear or morph into some kind of fuzzy hybrid. It suggests that the sector needs to step up now and ensure that cross-collaborative, horizontal approaches to “doing good” include the lessons nonprofits have learned about the kinds of skills, strategies and leadership are required to do that effectively and successfully—no matter who’s doing it or in what sector.
That means the social sector needs to move from the kid’s table to one where organizations from all sectors meet as equal partners, all with something important to add to the mix.
And the social sector has a lot to offer. Because of their experience in tackling wicked problems like poverty, violence and discrimination, nonprofits understand that the most successful of these efforts requires cooperation, rather than competition; collaboration, rather than individual effort; and long-term commitment over fast results. Those are the traits that research has shown will be essential to the 21st century.
The key will be figuring out how to parse out the best of what the nonprofit sector epitomizes and balance that with an array of competing approaches to achieve a more balanced and fluid approach.
Photo Credit: Cindy Gibson
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