Remember Larry Jones? He, along with his wife Frances, were the founders of Feed the Children. The key word is were, as the Joneses had been ousted from their positions on the board nearly two years ago. Although we recently reported that the legal troubles between Mr. Jones and Feed the Children have ended, it appears that is no longer the case. In a story just published on The NonProfit Times, we have learned that Mr. and Mrs. Jones have just filed a lawsuit against the current owners of the charity, and their family. The suit alleges they had a hand in removing them from their positions. Here is an excerpt from the piece:
Claiming tortuous interference, defamation and civil conspiracy, the lawsuit was filed Tuesday in Oklahoma County District Court naming David Green as a chief defendant along with his sons Mart Green and Steve Green, and grandson David Tyler Green.
David Green is the founder and owner of the Fortune 500 company Hobby Lobby, a retail chain of arts and crafts stores. Mart Green is founder of Mardel, a chain of Christian bookstores.
The Joneses are seeking a cash settlement with the hope of charting a new charitable direction, said their attorney Gary Richardson. The suit seeks “more than $75,000,” which usually means the parties are seeking in the millions of dollars.
“If we could get back Feed the Children that would be fine, but I think there is already too much water under the bridge. I think what the Joneses have in mind is to start another charity focusing on feeding children,” said Richardson during a phone interview with The NonProfit Times.
Jones alleges that after being summoned to a meeting with Mart Green in July of 2009, Green wanted to “rescue,” the charity, even though Jones believed that charity did not need any kind of saving.
“During the meeting,” said Larry Jones, “Green told me that he had ‘stuff’ on me, and that after a dinner he’d organize benefiting the organization, he would present me with a plague honoring my service, and then he wanted me to simply ride off into the sunset. I then turned to him and said, ‘sorry, I’m going to have to fight you on this’.”
Very interesting stuff, indeed. Hats off to Sam Fanburg, one of our writers here. I heard him on the phone all day getting information for this story. You can read the rest of the article by clicking here.
Friday, May 13, 2011
Wednesday, May 11, 2011
Co-Habitation Leads to Savings, Collaboration
Check out the latest story posted on NPTimes.com:
Some 45 percent of nonprofit location in nonprofit centers saw an improvement in their organizations’ revenue. Similarly, 55 percent of nonprofits reported their co-location resulted in a significant improvement in quality of services to clients. About 59 percent of resident organizations found that nonprofit centers enhanced their visibility to potential funders.
These are among the results from a report prepared by The Nonprofit Centers Networks, Tides and Mt. Auburn Associates called “Measuring Collaboration: The Benefits and Impacts of Nonprofit Centers,” examining the effectiveness and community impact of nonprofits relying on nonprofit centers.
Research was conducted surveying 146 directors of nonprofit centers (63 percent response rate), a survey of tenants of 16 nonprofit centers (57 percent response rate), interviews with 15 center directors, four focus groups of center directors and five case studies.
As 23 percent of nonprofit centers have been around for more than 20 years, centers have established a norm of collaboration, imperative to the efficiency of this setting. More than half of center directors said that at least one-third of resident organizations collaborate on programs and services.
Read the rest of this story by visiting our website.
Some 45 percent of nonprofit location in nonprofit centers saw an improvement in their organizations’ revenue. Similarly, 55 percent of nonprofits reported their co-location resulted in a significant improvement in quality of services to clients. About 59 percent of resident organizations found that nonprofit centers enhanced their visibility to potential funders.
These are among the results from a report prepared by The Nonprofit Centers Networks, Tides and Mt. Auburn Associates called “Measuring Collaboration: The Benefits and Impacts of Nonprofit Centers,” examining the effectiveness and community impact of nonprofits relying on nonprofit centers.
Research was conducted surveying 146 directors of nonprofit centers (63 percent response rate), a survey of tenants of 16 nonprofit centers (57 percent response rate), interviews with 15 center directors, four focus groups of center directors and five case studies.
As 23 percent of nonprofit centers have been around for more than 20 years, centers have established a norm of collaboration, imperative to the efficiency of this setting. More than half of center directors said that at least one-third of resident organizations collaborate on programs and services.
Read the rest of this story by visiting our website.
Tuesday, May 10, 2011
Gaga Helps Robin Hood Foundation Raise $47 Million
Here's an update about that Lady Gaga collaboration with The Robin Hood Foundation we wrote about earlier:
Robin Hood Foundation’s 22nd annual gala, which featured performances from Lady Gaga, Tony Bennett and Kid Rock, hauled in more than 47 million for poverty-fighting organizations in New York City.
The $47.4 million total surpassed the $40-million goal organizers aimed for but well below last year’s record $87.8 million. The 2010 total included a matching grant from billionaire financier George Soros, who also contributed $27 million to the $73 million raised in 2009.
Costs of the annual gala are covered by Robin Hood’s 28-member board, which includes actress Gwenyth Paltrow, General Electric CEO Jeffrey Immelt and other titans of Wall Street. Last night’s benefit was co-chaired by Laurence Fink, co-founder and chairman of BlackRock, Inc., and real estate developer Richard LeFrak, and David Solomon, co-head of Goldman Sachs’ investment banking unit and a Robin Hood board member.
This year’s event at the Jacob Javits Convention Center sold out soon after it was announced that Lady Gaga would be performing. SCO Family of Services was the top vote-getter in a contest promoted by Lady Gaga. The organization is entitled to a grant of $1 million, distributed in $500,000 increments over two years. Four other nonprofits will receive grants over a two-year period: The Door ($200,000); Hetrick-Martin Institute ($150,000); Lawyers for Children ($100,000), and Safe Horizon ($50,000). All of the organizations focus on helping disconnected youth in New York City.
It probably shouldn't come as much as a surprise that the gala did so well, considering the star power that Lady Gaga bought to the event. You can read the full article by clicking here.
Robin Hood Foundation’s 22nd annual gala, which featured performances from Lady Gaga, Tony Bennett and Kid Rock, hauled in more than 47 million for poverty-fighting organizations in New York City.
The $47.4 million total surpassed the $40-million goal organizers aimed for but well below last year’s record $87.8 million. The 2010 total included a matching grant from billionaire financier George Soros, who also contributed $27 million to the $73 million raised in 2009.
Costs of the annual gala are covered by Robin Hood’s 28-member board, which includes actress Gwenyth Paltrow, General Electric CEO Jeffrey Immelt and other titans of Wall Street. Last night’s benefit was co-chaired by Laurence Fink, co-founder and chairman of BlackRock, Inc., and real estate developer Richard LeFrak, and David Solomon, co-head of Goldman Sachs’ investment banking unit and a Robin Hood board member.
This year’s event at the Jacob Javits Convention Center sold out soon after it was announced that Lady Gaga would be performing. SCO Family of Services was the top vote-getter in a contest promoted by Lady Gaga. The organization is entitled to a grant of $1 million, distributed in $500,000 increments over two years. Four other nonprofits will receive grants over a two-year period: The Door ($200,000); Hetrick-Martin Institute ($150,000); Lawyers for Children ($100,000), and Safe Horizon ($50,000). All of the organizations focus on helping disconnected youth in New York City.
It probably shouldn't come as much as a surprise that the gala did so well, considering the star power that Lady Gaga bought to the event. You can read the full article by clicking here.
Fear and Loathing in the Fundraising Office
Fundraising can be one of the most nerve-wracking jobs out there--at least that's what respondents to the latest AFP Quick Poll say. The NonProfit Times just published a new story about that poll; here is an excerpt from it:
More than one-quarter (26%) of fundraising professionals are apprehensive about trying to get their boards involved in the process while 25% fear calling a perspective donor. Some 18% of fundraisers are most anxious when making an ask of a major donor, whereas 12% find writing a grant application as the most challenging aspect of the jobs.
These are among the results from the latest “Quick Poll” from the Association of Fundraising Professional (AFP) website asking fundraisers to indentify which part of the job makes them the most queasy. With information collected from 838 respondents and conducted in the months of March and early April, the poll was able to show that like most professions, fundraisers encounter tasks that fill them with anxiety on a daily basis.
Andrew Watt, FInstF, president and CEO of AFP believes that fundraisers feared talking to boards because of a boards’ unfamiliarity with fundraising in general. “Board members play an important role in fundraising because they are great spokespersons for the charity they serve and they can speak with authority on the impact of the organization,” Watt said via a prepared statement. “However, many board members focus more on the fiscal management and operations aspects of their responsibilities, and it can be challenging for fundraisers to get them involved in raising money.”
You can read the full article by visiting The NonProfit Time's website.
More than one-quarter (26%) of fundraising professionals are apprehensive about trying to get their boards involved in the process while 25% fear calling a perspective donor. Some 18% of fundraisers are most anxious when making an ask of a major donor, whereas 12% find writing a grant application as the most challenging aspect of the jobs.
These are among the results from the latest “Quick Poll” from the Association of Fundraising Professional (AFP) website asking fundraisers to indentify which part of the job makes them the most queasy. With information collected from 838 respondents and conducted in the months of March and early April, the poll was able to show that like most professions, fundraisers encounter tasks that fill them with anxiety on a daily basis.
Andrew Watt, FInstF, president and CEO of AFP believes that fundraisers feared talking to boards because of a boards’ unfamiliarity with fundraising in general. “Board members play an important role in fundraising because they are great spokespersons for the charity they serve and they can speak with authority on the impact of the organization,” Watt said via a prepared statement. “However, many board members focus more on the fiscal management and operations aspects of their responsibilities, and it can be challenging for fundraisers to get them involved in raising money.”
You can read the full article by visiting The NonProfit Time's website.
Reducing The Impact of Funding Cuts
While the jobs report that was released on Friday sparked optimism for the growth of the US economy, Federal and State governments are still struggling with budget crises. Some of the budget cuts proposed on both the local and national level have targeted government grants to nonprofit organizations. These cuts are going to be tough for nonprofits to deal with but, luckily, there are ways for them to survive. The NonProfit Times recently posted an article with some tips on how to adapt to the funding cuts:
Consider establishing a separate finance committee that has a charter to review financial forecasts and possible variations within it. Other possibilities to consider: a conflict of interest policy will safeguard against the possibility that employees and their families might benefit from organizational decisions; a compensation committee will help to establish appropriate pay scales; and an audit committee can help increase organizational stewardship and accountability.
*Don't just budget; continually plan. One in five chief financial officers will tell you that by the time a new year begins, their budgets are already outdated; by June 30, an alarming two-thirds of CFOs admit that their budgets are obsolete. This is because they are simply budgeting, not really planning.
By using a continuous planning model, budgets and business plans continually reviewed throughout the course of the year help determine how you're faring at that point in your budget cycle and what adjustments need to be made. An effective plan answers such questions as: Where are we going?; How do we get there?; What resources are required?; What assumptions do we have about key internal and external factors impacting our business?; and, What happens if things don't turn out as assumed or planned?
*Embrace nontraditional, low-cost means of communication and staffing. Don't hesitate to use the Internet to cut your costs: non-traditional and free means of communications, such as JUMO, Twitter, and Facebook, can significantly increase public awareness and understanding of your nonprofit's cause.
While waiting for an economic turnaround, nonprofits will continue to deal with decreased federal and state funding and finding solutions to help them remain operational. For some, an increased reliance on volunteers and corporate partnerships have become a stop-gap to the human capital and fiscal crises they face. The nation's high unemployment rate -- which in December 2010 hovered at 9.4 percent -- has also been an indirect boon to some nonprofit groups, which have seen an increase in unemployed professionals volunteering their time, lending their professional prowess and keeping skills sharp while filling the needs of a local charity. Likewise, non-traditional and free means of communications, including such social media networks as Facebook and Twitter, are being used for increased public awareness and understanding of their cause.
To read the rest of the tips, visit NPTimes.com.
Consider establishing a separate finance committee that has a charter to review financial forecasts and possible variations within it. Other possibilities to consider: a conflict of interest policy will safeguard against the possibility that employees and their families might benefit from organizational decisions; a compensation committee will help to establish appropriate pay scales; and an audit committee can help increase organizational stewardship and accountability.
*Don't just budget; continually plan. One in five chief financial officers will tell you that by the time a new year begins, their budgets are already outdated; by June 30, an alarming two-thirds of CFOs admit that their budgets are obsolete. This is because they are simply budgeting, not really planning.
By using a continuous planning model, budgets and business plans continually reviewed throughout the course of the year help determine how you're faring at that point in your budget cycle and what adjustments need to be made. An effective plan answers such questions as: Where are we going?; How do we get there?; What resources are required?; What assumptions do we have about key internal and external factors impacting our business?; and, What happens if things don't turn out as assumed or planned?
*Embrace nontraditional, low-cost means of communication and staffing. Don't hesitate to use the Internet to cut your costs: non-traditional and free means of communications, such as JUMO, Twitter, and Facebook, can significantly increase public awareness and understanding of your nonprofit's cause.
While waiting for an economic turnaround, nonprofits will continue to deal with decreased federal and state funding and finding solutions to help them remain operational. For some, an increased reliance on volunteers and corporate partnerships have become a stop-gap to the human capital and fiscal crises they face. The nation's high unemployment rate -- which in December 2010 hovered at 9.4 percent -- has also been an indirect boon to some nonprofit groups, which have seen an increase in unemployed professionals volunteering their time, lending their professional prowess and keeping skills sharp while filling the needs of a local charity. Likewise, non-traditional and free means of communications, including such social media networks as Facebook and Twitter, are being used for increased public awareness and understanding of their cause.
To read the rest of the tips, visit NPTimes.com.
Friday, May 6, 2011
The NonProfit TImes May 1st Issue Is Out
If you are already subscribed to The NonProfit Times, you would have known that the May 1st issue had come out. Full of the latest news from the nonprofit sector, as well as insightful special reports and columns, it is a must have for any nonprofit organization. Here's a sneak peek at some of the stories you can expect to see in this issue:
- Special Report: Capitalizing on the Improving Economy
- Oregon Bill Ties Exemption to Expense Ratios
- Fiesta Bowl's Board Fumbled Oversight
- Going National Helps LGBT
- General Ramblings: Can't Stamp It Out
- Data in the Sky: Cloud security in the era of really good hackers
Thursday, May 5, 2011
The NonProfit Times E-Newsletters
If you are already subscribed to The NonProfit Times, you are getting access to the top news in the nonprofit sector. But while you are waiting for the latest subscription to arrive, did you know that you can receive weekly e-newsletters from us as well? Here are the ones that we offer:
- NPT Jobs-Sent on Tuesdays, this newsletter keeps you up-to-date on the latest nonprofit jobs from our job board. It also features career advice and HR tips. It is published 50 times a year.
- NPT Instant Fundraising-Geared towards development officers and executive directors, Instant Fundraising gives readers the latest fundraising developments. It is published 50 times a year on Wednesdays.
- NPT Weekly-This newsletter addresses matters relating to all aspects of nonprofit management, including fundraising, financial management, direct marketing, technology, legal issues, and human resources. NPT Weekly is sent out 50 times a year on Mondays.
- NPT TechnoBuzz-TechnoBuzz is written for nonprofit employees responsible for the purchase and management of hardware and software at their organizations. It is sent out 12 times a year on the second Tuesday of each month.
- Exempt Magazine-This financial newsletter focuses on areas such as asset management, planned giving, donor advised funds, banking, risk management, investments, insurance, trusts, financial software and technology. Exempt is sent out 12 times a year on the third Tuesday of each month.
Wednesday, May 4, 2011
Strike Three For Dodgers' Frank McCourt?
Frank McCourt, owner of Major League Baseball's Los Angeles Dodgers, hasn't had it easy these days. Involved in a nasty divorce case with his wife Jamie, he has seen his and his team's fortunes plummet. Then he saw his team being taken control by MLB because of his financial problems. Things can't get any worse for him, right? Well as is usually the case with that kind of question, the answer is yes, they can. The California Attorney General’s office has recently announced it will invesitgate The Dream Foundation, an organization run by the Dodgers.
Why, exactly? Well it seems the Attorney General is curious to how and why $400,000 was paid to the Dodger’s Team VP through the charity. Although the team had already announced it had paid back the money to the foundation, it hasn't stopped the Attorney General from getting to the bottom of the matter.
Why, exactly? Well it seems the Attorney General is curious to how and why $400,000 was paid to the Dodger’s Team VP through the charity. Although the team had already announced it had paid back the money to the foundation, it hasn't stopped the Attorney General from getting to the bottom of the matter.
SETI Shuts Down Its Satellites
Note: This is a summary/reaction to the latest story from The NonProfit Times TV.
It looks like ET is going to have to wait a little bit longer if he wants to call home.
The Search For Extraterrestrial Intelligence (SETI) Institute has announced that it has, for the time being, shut down its Allen Telescope Array in Northern California, temporarily bringing the organization's search for alien life to a halt. SETI CEO Tom Pearson announced the decision in a recent letter to the group’s donors, citing budget concerns as the primary reason for the shut down. Pearson said that until SETI could find new sources of funding, the satellites would have to be put into "hibernation."
According to Scientific American Magazine, these satellites, known as the Allen Telescope Array, are the only ones that are completely devoted to searching for signals from potential alien civilizations. So for the time being, it looks like the search for extraterrestrial life will have to be put on hold.
It looks like ET is going to have to wait a little bit longer if he wants to call home.
The Search For Extraterrestrial Intelligence (SETI) Institute has announced that it has, for the time being, shut down its Allen Telescope Array in Northern California, temporarily bringing the organization's search for alien life to a halt. SETI CEO Tom Pearson announced the decision in a recent letter to the group’s donors, citing budget concerns as the primary reason for the shut down. Pearson said that until SETI could find new sources of funding, the satellites would have to be put into "hibernation."
According to Scientific American Magazine, these satellites, known as the Allen Telescope Array, are the only ones that are completely devoted to searching for signals from potential alien civilizations. So for the time being, it looks like the search for extraterrestrial life will have to be put on hold.
Gold Rush: Texas Nonprofit Acquires Gold
Note: This is a summary/reaction to a story from the latest webcast of The NonProfit Times TV.
The gold rush might have ended years ago, but it seems like nobody told The University of Texas Investment Management Company. The organization, which handles endowment funds for The University of Texas and Texas A&M University, has taken possession of over a staggering $1 billion in gold; and we're not talking actual gold bars here, not just in paper. The company first began investing in gold ventures in September of 2009, and continued doing so for another 12 months (into October 2010). CEO Bruce Zimmerman said that his company’s purchases at the time reached $750 million dollars. A hefty sum, no doubt, but it would appear their gamble paid off in the end. Because of a change in gold's market value, their purchase is now worth close to $1 billion dollars. Talk about a return on investment.
So why did his organization purhcase so much gold anyway? Well, according to Zimmerman, they it was to hedge against the possibility of a devaluation or debasement of currency. Students shouldn't try looking around their campus for the gold, however. It is currently being locked away at an HSBC bank in New York City.
The gold rush might have ended years ago, but it seems like nobody told The University of Texas Investment Management Company. The organization, which handles endowment funds for The University of Texas and Texas A&M University, has taken possession of over a staggering $1 billion in gold; and we're not talking actual gold bars here, not just in paper. The company first began investing in gold ventures in September of 2009, and continued doing so for another 12 months (into October 2010). CEO Bruce Zimmerman said that his company’s purchases at the time reached $750 million dollars. A hefty sum, no doubt, but it would appear their gamble paid off in the end. Because of a change in gold's market value, their purchase is now worth close to $1 billion dollars. Talk about a return on investment.
So why did his organization purhcase so much gold anyway? Well, according to Zimmerman, they it was to hedge against the possibility of a devaluation or debasement of currency. Students shouldn't try looking around their campus for the gold, however. It is currently being locked away at an HSBC bank in New York City.
New NPTtv Webcast Is Up!
The latest webcast from The NonProfit Times TV is up! Here are the stories in this week's episode:
- Boston to Charities: Pay Up-Boston starts charging its largest charities
- Gold Rush-Nonprofit Takes possession of actual gold investment
- E.T. Can't Call Home-Nonprofit sattelites are shut down
- Foundation Investigation-LA Dodgers' foundation being investigated
- Gaga For Kids-Lady Gaga and Robin Hood Foundation team up
New Weekly Discussion on Our Facebook Page
Just wanted to let everybody know about a new feature we have just launched on The NonProfit Times' Facebook Page: weekly discussion topics. It works like this: every week we will post a new topic on our page, with the hopes that it will spark a lively, yet respectful, debate. Here is our topic for this week: Is social media more useful for nonprofits when it comes to fundraising or advocacy? If you have some time, be the first to participate in what should be a great debate!
Reminder: New NPTtv Webcast Today
Just wanted to remind everybody that a new episode of The NonProfit Times TV will be coming out later today. As always, we will have a full summary/reaction of all of the stories in the webcast on here when the webcast goes live, so keep an eye out!
Tuesday, May 3, 2011
Facebook 'Causes' Launches New App to Help Fundraising
These days, it is almost impossible for a nonprofit (or any company, for that matter) to get away without a Facebook page. The social networking site is not only an invaluable resource to update followers on the latest news, but it can also be a good fundraising tool as well. And with the latest application from Facebook Causes, that just got a little easier for nonprofits.
Causes, an online advocacy/fundraising application in Facebook, recently launched a new update called "Give a Minute." What is it, exactly? Well according to a post on their official blog, it is a simple application a nonprofit can add to their Facebook page that allows users to complete short (around 30 seconds) activities that, when completed, will give a charitable donation to the organization. This donation is usually in the range between 10 and 50 cents, but these can most certainly add up the more people complete them.
To learn more about "Give a Minute" and Causes, visit their blog.
Causes, an online advocacy/fundraising application in Facebook, recently launched a new update called "Give a Minute." What is it, exactly? Well according to a post on their official blog, it is a simple application a nonprofit can add to their Facebook page that allows users to complete short (around 30 seconds) activities that, when completed, will give a charitable donation to the organization. This donation is usually in the range between 10 and 50 cents, but these can most certainly add up the more people complete them.
To learn more about "Give a Minute" and Causes, visit their blog.
Monday, May 2, 2011
For Nonprofit Managers, Trust is Key
Ralph Waldo Emerson once wrote, "Our distrust is very expensive." When it comes to nonprofit managers and CEOs, this couldn't be more true. Let's face it, for a nonprofit to be successful, its employees have to trust the head of the organization. Without this, performance can suffer and, as a result, so will the organization's mission.
John Hamm (not that one, in case you are wondering), talks about how important trust is for company leaders in his new book, Unusually Excellent: The Necessary Nine Skills Required for the Practice of Great Leadership. As the title of the book implies, it gives leaders nine tips on how to get employees to trust them. Here are some of these tips that Hamm mentions in his book:
• Hamm stresses that you don't have to act like a "boy scout" to gain the trust of your employees. In fact, he writes that the best leaders are those who don't try to act like anybody other than themselves. In fact, it's very easy to see how a manager or other leader who acts too kind might seem suspicious to employees.
• Along the same lines, Hamm wrote that it's important for a leader to look for chances to show that they are human by proving that they have authentic fears, imperfections, and emotions. He gives the example of a CEO named "Carl" who grew up in humble surroundings. Carl always told stories of his hard upbringing while leading his employees, as he knew this would make them feel more comfortable around him; it made him more accessible and, in turn, more trustworthy. To me, this was the most surprising tip Hamm gave; it's something I never thought of before, as we are often taught to hide our emotions from those we work with.
• Another interesting point was Hamm's mention of the so-called "adulterer's guarantee." Essentially, this is when a leader tells an employee that they lied to someone else, but that they would never lie to you. Some think doing this would show an employee that their boss is behind them, but it really just exposes the leader as a dishonest person. If this leader would lie to someone else, why should an employee believe they are not lying to them? And is usually the case with these situations, the story of this incident will spread, hurting morale.
• Finally, Hamm wrote that a leader should never punish "good failures." These are failures that occur despite an organization doing everything right, and are usually associated with taking a calculated risk for a project. By punishing employees for these "failures," employees will be more averse to taking risks in their work. And since risk-taking is the key for any organization's success, this is most definitely a bad thing. Instead, leaders should strive to create a culture where innovation is promoted, so that all these good failures can eventually lead to something successful.
If you are interested in learning more about Unusually Excellent, visit the book's website.
John Hamm (not that one, in case you are wondering), talks about how important trust is for company leaders in his new book, Unusually Excellent: The Necessary Nine Skills Required for the Practice of Great Leadership. As the title of the book implies, it gives leaders nine tips on how to get employees to trust them. Here are some of these tips that Hamm mentions in his book:
• Hamm stresses that you don't have to act like a "boy scout" to gain the trust of your employees. In fact, he writes that the best leaders are those who don't try to act like anybody other than themselves. In fact, it's very easy to see how a manager or other leader who acts too kind might seem suspicious to employees.
• Along the same lines, Hamm wrote that it's important for a leader to look for chances to show that they are human by proving that they have authentic fears, imperfections, and emotions. He gives the example of a CEO named "Carl" who grew up in humble surroundings. Carl always told stories of his hard upbringing while leading his employees, as he knew this would make them feel more comfortable around him; it made him more accessible and, in turn, more trustworthy. To me, this was the most surprising tip Hamm gave; it's something I never thought of before, as we are often taught to hide our emotions from those we work with.
• Another interesting point was Hamm's mention of the so-called "adulterer's guarantee." Essentially, this is when a leader tells an employee that they lied to someone else, but that they would never lie to you. Some think doing this would show an employee that their boss is behind them, but it really just exposes the leader as a dishonest person. If this leader would lie to someone else, why should an employee believe they are not lying to them? And is usually the case with these situations, the story of this incident will spread, hurting morale.
• Finally, Hamm wrote that a leader should never punish "good failures." These are failures that occur despite an organization doing everything right, and are usually associated with taking a calculated risk for a project. By punishing employees for these "failures," employees will be more averse to taking risks in their work. And since risk-taking is the key for any organization's success, this is most definitely a bad thing. Instead, leaders should strive to create a culture where innovation is promoted, so that all these good failures can eventually lead to something successful.
If you are interested in learning more about Unusually Excellent, visit the book's website.
9/11 Charities Stay on Mission Even With Bin Laden's Death
When the news of the death of Osama Bin Laden, the Al Qaeda leader and mastermind behind the 9/11 attacks, one couldn't help but remember that tragic morning on September 11th, 2001. Would the families of the victims feel any closure knowing that the man who was responsible for their loved one's deaths had been bought to justice?
While we can't know exactly what these families are feeling right now, we do know one thing for sure: the 9/11 charities that were set up to help victims of the attacks are committed to the mission they were founded for. Today, we posted a story on our website that focused on this very issue. According to this story, while these charities are celebrating the death of Bin Laden, they remain focused on their missions. Terry Sears, Executive Director of the Manhasset, NY based Tuesday's Children, says she doesn't anticipate any changes to their fundraising efforts. She also adds that their 10th anniversary commemoration of the 9/11 attacks will continue as planned.
As a matter of fact, there are some who think that the death of Bin Laden might spur even greater giving to 9/11 charities. Bob Ottenhoff, president and CEO of GuideStar, a charity evaluation service, says that the news might remind people how the nation came together after that fateful day, and the impact these charities had in bringing about that unity. He added that he hopes the news of Bin Laden's death will be a sort of "reawakening event" that will bring us together again, and also help put more focus on the nonprofit sector.
To read the full article, visit The NonProfit Times' website.
While we can't know exactly what these families are feeling right now, we do know one thing for sure: the 9/11 charities that were set up to help victims of the attacks are committed to the mission they were founded for. Today, we posted a story on our website that focused on this very issue. According to this story, while these charities are celebrating the death of Bin Laden, they remain focused on their missions. Terry Sears, Executive Director of the Manhasset, NY based Tuesday's Children, says she doesn't anticipate any changes to their fundraising efforts. She also adds that their 10th anniversary commemoration of the 9/11 attacks will continue as planned.
As a matter of fact, there are some who think that the death of Bin Laden might spur even greater giving to 9/11 charities. Bob Ottenhoff, president and CEO of GuideStar, a charity evaluation service, says that the news might remind people how the nation came together after that fateful day, and the impact these charities had in bringing about that unity. He added that he hopes the news of Bin Laden's death will be a sort of "reawakening event" that will bring us together again, and also help put more focus on the nonprofit sector.
To read the full article, visit The NonProfit Times' website.
Friday, April 29, 2011
Royal Couple Partner With Anti-Bullying Nonprofit
Note: This is a summary/reaction to an article from an outside news organization. If you want to read the full article, please follow the links in this post.
It just wouldn't seem right to go through the day without a post about the Royal Wedding.
But as fascinating as it might be to discuss Kate Middleton's wedding dress, there is another story that popped up that might be of more interest to nonprofits. According to a story on Masslive, Middleton and Prince William took a different approach to their wedding gifts. Instead of registering at the typical gift stores, the Royal Couple created "The Prince William and Miss Catherine Middleton Charitable Gift Fund," a network of 26 charities. Attendees of the wedding could then donate their gifts to the appropriate charity.
The Masslive story makes mention of one of the charities available, BeatBullying. As the name implies, this is a nonprofit organization dedicated to helping kids in the UK deal with bullies. Apparently Middleton was a victim of bullying herself as a child, so it would seem she thinks very highly of BeatBullying.
The Masslive article makes no mention of the names of the other charities, but it does mention their categories they cover: support for services personnel and their families, conservation for future generations, changing lives through arts and sport, help and care at home, and children fulfilling their potential (which includes BeatBullying).
It just wouldn't seem right to go through the day without a post about the Royal Wedding.
But as fascinating as it might be to discuss Kate Middleton's wedding dress, there is another story that popped up that might be of more interest to nonprofits. According to a story on Masslive, Middleton and Prince William took a different approach to their wedding gifts. Instead of registering at the typical gift stores, the Royal Couple created "The Prince William and Miss Catherine Middleton Charitable Gift Fund," a network of 26 charities. Attendees of the wedding could then donate their gifts to the appropriate charity.
The Masslive story makes mention of one of the charities available, BeatBullying. As the name implies, this is a nonprofit organization dedicated to helping kids in the UK deal with bullies. Apparently Middleton was a victim of bullying herself as a child, so it would seem she thinks very highly of BeatBullying.
The Masslive article makes no mention of the names of the other charities, but it does mention their categories they cover: support for services personnel and their families, conservation for future generations, changing lives through arts and sport, help and care at home, and children fulfilling their potential (which includes BeatBullying).
Nonprofit Spending on Technology Is Steady
There was the Bronze Age, The Iron Age, and now there is The Technology Age. It is almost imossible to do anything today without the aid of it. Can you imagine what would happen if the internet just disappeared one day? It's not hard to imagine the mass hysteria that would accompany that. When it comes to nonprofits, they rely on technology as well, and one of The NonProfit Times' recent stories proves that. Here's a snippet of it:
Despite a shaky economy, nonprofits’ investments in information technology (IT) staffing and other areas stayed remarkably steady and even saw some year-over-year growth in some areas.
Nearly 1,200 nonprofit professionals filled out the 5th annual “Nonprofit IT Staffing & Spending” survey sponsored by NTEN and The NonProfit Times. The report benchmarks salaries, outsourcing, recruiting, organizational structure, and other aspects of Information Technology practices in the nonprofit sector.
One of the findings that stood out: Only 40 percent of respondents reported that their organization has some type of formal technology plan. And much less than that (22 percent) reported that their organization had ever evaluated Return on Investment (ROI) of technology projects or programs.
The main thing to take away from this story is that no matter the economic conditions, there will always be room in a nonprofit's budget for technology, especially when it comes to IT. Read the full article by visitng our website.
Despite a shaky economy, nonprofits’ investments in information technology (IT) staffing and other areas stayed remarkably steady and even saw some year-over-year growth in some areas.
Nearly 1,200 nonprofit professionals filled out the 5th annual “Nonprofit IT Staffing & Spending” survey sponsored by NTEN and The NonProfit Times. The report benchmarks salaries, outsourcing, recruiting, organizational structure, and other aspects of Information Technology practices in the nonprofit sector.
One of the findings that stood out: Only 40 percent of respondents reported that their organization has some type of formal technology plan. And much less than that (22 percent) reported that their organization had ever evaluated Return on Investment (ROI) of technology projects or programs.
The main thing to take away from this story is that no matter the economic conditions, there will always be room in a nonprofit's budget for technology, especially when it comes to IT. Read the full article by visitng our website.
Thursday, April 28, 2011
50 Best Nonprofits to Work For in 2011
Here is an excerpt recent story we posted on our site about our just released report, "The 50 Best Nonprofits to Work For in 2011":
Steven Nardizzi, president & CEO of the Wounded Warrior Project (WWP) in Jacksonville, Fla., doesn't just try to encourage his employees to find fun in their work. He awards them. "If there's a great work environment that's fun and positive they're going to be much better at achieving our mission," he said.
WWP placed first in the second annual The NonProfit Times' 50 Best Nonprofits To Work For within the medium organizations category and first overall in the study.
The NonProfit Times again worked with the Best Companies Group in Harrisburg, Pa., to seek out the best nonprofit for which to work. Email messages were sent to approximately 100,000 employees at nonprofits seeking nominations. The organizations applied and went through several levels of screening conducted by Best.
Both management and staff completed surveys. Additional information was sought from outside the organization, from businesses that work with the organizations.
If you are interested in learning more about this report, including information on how to purchase it, visit NPTime's website. This is a must have report for anybody looking to break into the nonprofit sector.
Steven Nardizzi, president & CEO of the Wounded Warrior Project (WWP) in Jacksonville, Fla., doesn't just try to encourage his employees to find fun in their work. He awards them. "If there's a great work environment that's fun and positive they're going to be much better at achieving our mission," he said.
WWP placed first in the second annual The NonProfit Times' 50 Best Nonprofits To Work For within the medium organizations category and first overall in the study.
The NonProfit Times again worked with the Best Companies Group in Harrisburg, Pa., to seek out the best nonprofit for which to work. Email messages were sent to approximately 100,000 employees at nonprofits seeking nominations. The organizations applied and went through several levels of screening conducted by Best.
Both management and staff completed surveys. Additional information was sought from outside the organization, from businesses that work with the organizations.
If you are interested in learning more about this report, including information on how to purchase it, visit NPTime's website. This is a must have report for anybody looking to break into the nonprofit sector.
The Exchange: Workplace Conflict Resolution Tips
Cross posted from The Nonprofit Jobs Blog...
Let's face it, if you work at a company long enough, you are going to have problems with your co-workers. These arguments could be something as little as a person having an annoying habit, or they could be as big as being offended by a comment at a board meeting. Whatever the disagreement ends up being, workplace conflicts end up taking a huge amount of time from a manage. In fact, according to The Exchange: A Bold and Proven Approach to Resolving Workplace Conflict, a book on workplace conflict resolution by Steven Dinkin (along with co-authors Barbara Filner and Lisa Maxwell), conflicts in the office take up 42% of a manager's time. This can create a huge dent in the productivity of your organization. So how exactly can a nonprofit manager handle these conflicts so that they are a resolved in a timely manner? According to Dinkin and his co-authors, the key to resolving workplace conflict involves four steps:
-Start with an icebreaker: While the authors of The Exchange say that being honest with the situation is an important part of the conflict resolution process, they also say that managers can't just start out the process with bringing up the issue. The reason for this is simple: the individuals involved will only focus on defending themselves and attacking the other person. Instead, a simple icebreaker is the best place to start. The authors say that the best icebreaker will bring up something that is both work-related and positive. For example, if the individuals involved in the workplace conflict are working on a project together, the manager can ask them how they came to work together.
-Listen: Seems obvious, right? But too often, managers are too focused on handling the situation that they don't realize that what they don't say is sometimes the most important. By listening carefully to what both parties are saying, the manager will send the message that they are genuinely concerned about the issue, and are determined to handle it fairly. And really, it makes sense. I remember having a conflict with one of my co-workers at a previous job, and the manager wouldn't let us get a word in. Luckily, our conflict wasn't a big issue, but we both felt like the manager wasn't interested in what we were saying. But the key here is for the manager to understand both sides of the story.
-Use and encourage positive language: This also seems obvious, but it can be easy to get negative when it comes to these kinds of situations. The manager should explain how this issue is affecting the organization's productivity in a way that shows understanding and patience. Here is the example that Dinkin uses: "This has increasingly affected the entire team, and we need to address it so we can get everyone focused back on the project goals and having a comfortable working environment. I am looking forward to establishing a good working relationship between the two of you and improving morale for everyone on the team."
-Work Towards SMART Solutions: Time for acronyms! Dinkin and his co-authors created this handy one to help work out these conflicts:
"Specific: Be clear about who will do what, when, where, and how.
Measurable: Be clear about how you will all be able to tell that something has been done, achieved, or completed.
Achievable: Make sure that whatever solution you agree on fits the situation; that it complies with both the law and organizational policy; that everyone involved has the ability and opportunity to do what is required of them. Don’t set up anyone to fail.
Realistic: Check calendar dates for holidays and vacations; look at past performance to predict future actions; allow extra time for glitches and delays; don’t assume that the best-case scenarios will come true.
Timed: Create reasonable deadlines or target dates; include a few ideas about what to do if something unexpected occurs; be willing to set new dates if necessary."
I found that these tips from The Exchange were very helpful. As the old saying goes, "time is money," and this especially true at a nonprofit organization. So if you are a manager at a nonprofit, you should take this tips to heart.
Let's face it, if you work at a company long enough, you are going to have problems with your co-workers. These arguments could be something as little as a person having an annoying habit, or they could be as big as being offended by a comment at a board meeting. Whatever the disagreement ends up being, workplace conflicts end up taking a huge amount of time from a manage. In fact, according to The Exchange: A Bold and Proven Approach to Resolving Workplace Conflict, a book on workplace conflict resolution by Steven Dinkin (along with co-authors Barbara Filner and Lisa Maxwell), conflicts in the office take up 42% of a manager's time. This can create a huge dent in the productivity of your organization. So how exactly can a nonprofit manager handle these conflicts so that they are a resolved in a timely manner? According to Dinkin and his co-authors, the key to resolving workplace conflict involves four steps:
-Start with an icebreaker: While the authors of The Exchange say that being honest with the situation is an important part of the conflict resolution process, they also say that managers can't just start out the process with bringing up the issue. The reason for this is simple: the individuals involved will only focus on defending themselves and attacking the other person. Instead, a simple icebreaker is the best place to start. The authors say that the best icebreaker will bring up something that is both work-related and positive. For example, if the individuals involved in the workplace conflict are working on a project together, the manager can ask them how they came to work together.
-Listen: Seems obvious, right? But too often, managers are too focused on handling the situation that they don't realize that what they don't say is sometimes the most important. By listening carefully to what both parties are saying, the manager will send the message that they are genuinely concerned about the issue, and are determined to handle it fairly. And really, it makes sense. I remember having a conflict with one of my co-workers at a previous job, and the manager wouldn't let us get a word in. Luckily, our conflict wasn't a big issue, but we both felt like the manager wasn't interested in what we were saying. But the key here is for the manager to understand both sides of the story.
-Use and encourage positive language: This also seems obvious, but it can be easy to get negative when it comes to these kinds of situations. The manager should explain how this issue is affecting the organization's productivity in a way that shows understanding and patience. Here is the example that Dinkin uses: "This has increasingly affected the entire team, and we need to address it so we can get everyone focused back on the project goals and having a comfortable working environment. I am looking forward to establishing a good working relationship between the two of you and improving morale for everyone on the team."
-Work Towards SMART Solutions: Time for acronyms! Dinkin and his co-authors created this handy one to help work out these conflicts:
"Specific: Be clear about who will do what, when, where, and how.
Measurable: Be clear about how you will all be able to tell that something has been done, achieved, or completed.
Achievable: Make sure that whatever solution you agree on fits the situation; that it complies with both the law and organizational policy; that everyone involved has the ability and opportunity to do what is required of them. Don’t set up anyone to fail.
Realistic: Check calendar dates for holidays and vacations; look at past performance to predict future actions; allow extra time for glitches and delays; don’t assume that the best-case scenarios will come true.
Timed: Create reasonable deadlines or target dates; include a few ideas about what to do if something unexpected occurs; be willing to set new dates if necessary."
I found that these tips from The Exchange were very helpful. As the old saying goes, "time is money," and this especially true at a nonprofit organization. So if you are a manager at a nonprofit, you should take this tips to heart.
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