What would you do if you knew you could not fail?
âRobert H. Schuller
So, you want to change the world, huh? Well, welcome to the movement â to the âMovementâ with a capital âM,â actually. The Movement for peace, for social justice, for sustainability, for the world we all know is possible. There is an infinite amount of work to be done, so we can use all the help we can get, and we need all of you on board giving it your best. All of this begs the question, how can you most effectively channel your passion, your vision, and your time toward a cause that you care about?
Welcome to Nonprofit Management 101: A Complete and Practical Guide for Leaders and Professionals. You've already decided to work in the nonprofit sector, whether you started an organization or joined one. We don't know what kind of nonprofit, how large, how fast it's growing, or how long it's been around, but we do know this: there are a common set of management needs that all nonprofits face. And those are the issues that are addressed in this manual, this handbook.
Before we get into it, let us offer a reality check for those of you talking and thinking about âmy causeâ or âmy community.â You may be in for a rough ride. You see, it's important to realize that all nonprofits, at least in the United States, have the same owner. âWho is that?â you ask. âThe board?â âThe staff?â âThe founder?â âMe?â Well, not quite. Every one of the over 1.5 million registered 501(c)(3)s in this country is owned byâŠthe public. Point being, it's not about âmy cause,â it's about the cause. A board of directors is merely a group of people entrusted to represent the public interest â that's why they're sometimes called âtrustees.â
So please, please remember who you work for.
We bring this point up at this early juncture because all too often people run out and start a nonprofit or launch a program without taking the time to see who else is out there working on similar issues. The fact is, you owe it to the cause and to the community to do your homework and survey the landscape before you pitch your tent. In fact, we'll take it one step further and say that you are morally obligated to proactively reach out to potential collaborators and competitors and seek out opportunities to support their efforts before starting anything new. In the end, if you still decide to go it alone, at least you'll have a sense of other efforts in the field and how your contribution is unique.
President Bill Clinton said it best: âSeek first to collaborate, and only then to lead.â
The problem is, we are taught from the time that we are children that it's a âdog-eat-dogâ world, a zero-sum game ruled only by the natural law of survival of the fittest. Well, brothers and sisters, we're here to tell you that we've been duped, hoodwinked, fooled, and misled. Yes, that's right: we've been lied to. You see, if you take a look at the natural world, as nonprofit pioneer Dr. Kevin Danaher is fond of pointing out, you'll note that dogs don't eat dogs.
All of this to say collaborate, collaborate, collaborate: âyourâ community, âyourâ cause, and the people you serve will thank you for it. And if you've done your homework and are still committed to starting a new nonprofit, consider getting a âfiscal sponsor.â A fiscal sponsor is an established nonprofit that allows you to come under their umbrella, thereby enabling you to accept tax-deductible donations and receive most of the benefits of being a standalone organization. Some groups like Tides Foundation specialize in this work, but any nonprofit that is so inclined can offer to house you. Especially during the early days, this can be a great way to avoid the cost and administrative headache of starting and maintaining a nonprofit, enabling you to focus on the actual work instead.
You have chosen to work in a sector full of people committed to living their daily lives in service. You should rest easy knowing that you're in good company, surrounded by people with the best intentions who are willing to put in the work needed to build a better world. Let us proceed with the confidence needed to persevere through the difficult times. For when we stumble, or our colleagues stumble into us, we are reminded that unwavering tenacity is one of the most crucial elements to success for anyone in a leadership position. And remember the need for personal balance and sustainability, as Van Jones so eloquently shared in his introduction: this work is a marathon, not a sprint. May this handbook serve as a useful tool for leaders and managers looking to bridge the gap and expand their capabilities.
As we begin our journey together, we start with the big picture, for any effective leader must have a clear grasp of the field on and in which they operate. How did this huge and vibrant sector get started in the United States, and just how big is it, anyway? What career pathways does the social sector offer to an ambitious and committed leader, and how can you most gracefully scale that ladder? Finally, if you're looking to grow your personal passion and cause into a movement, what are the keys to success and impact? All of these issues and more will be covered in Part One.