Anyone in a position of leadership these days understands that organizations have a choice: disrupt or be disrupted. That's as true for nonprofits, foundations, public private partnerships, and social enterprises as it is for profit-seeking businesses.
Among other things, the management consulting firm is interested in learning more about the attributes of high-performing social sector leaders -- what do they, and the peers they admire, excel in -- and how do they think their job descriptions will change over the next five to ten years. The firm also is interested in learning whether the sector is walking the talk when it comes to collaboration -- are social sector leaders committing their organizations to multi-stakeholder partnerships where the whole is greater than the sum of the parts and attribution and credit are shared -- or is their primary focus still on fundraising and media coverage for their organizations.
As Laura Callanan, who leads McKinsey’s Learning for Social Impact (LSI) initiative, notes: "There are a number of key trends affecting the social sector environment today which require successful leaders to have different strengths from what was important in the past. The social sector is a dynamic environment and a lot happens over a ten-year period." We couldn't agree more.
McKinsey will be sharing the results of the survey -- in the context of a broader "landscaping" it has developed on the state of funding, resources, and research on social sector leadership -- with all who participate later in the year.
To take the survey, click here.