78 posts categorized "Collaboration"

Collaboration Versus Competition: Funders Should Shift Their Giving Models to Better Support Families

June 25, 2019

Familia_adelantePicture this: In the New York City borough of the Bronx, Marlena and Jose Reyes had worked hard to provide for their family of four, often getting up before the sun rose to feed and get their children off to school before heading out to work. But their family hit hard times when Jose was injured on the job. The medical bills quickly added up, and, lacking disability coverage, he began to worry his family wouldn't be able to make ends meet. Soon, the family fell into financial crisis, and the threat of eviction became a very real and frightening possibility.

Fortunately, Marlena learned about a service provider collaborative in the community called Familia Adelante that could help.

Stories like those of the Reyeses are common inside the walls of Familia Adelante, which connects families with a range of services, from health care to educational support to job training, all in a single location.

Comprised of three organizations — Mercy Center, the Fiver Children's Foundation, and the Qualitas of Life Foundation —as well as Tanya Valle, a mindfulness practitioner, Familia Adelante helps low-income families access services based on goals they set with the help of a coach. Each of the three agencies focuses on its area of expertise, and together they meet regularly to evaluate families' progress. In the situation in which the Reyes family found itself, Familia Adelante was able to help the Reyeses prioritize their short-term needs, establish a plan to get out of debt, and, because the organization has access to a full range of basic-need services, keep their home and maintain family stability.

Unfortunately, for many families and service providers, the reality is much different. Rather than collaborating, many nonprofits compete fiercely with other nonprofits for resources. With a limited amount of charitable dollars available, nonprofits tend to view each other as competitors rather than as allies working toward a common goal. It's a model that hurts nonprofits — and the people they are trying to serve.

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Trends and Transitions in Education Reform and Philanthropy

May 13, 2019

Philantopic_denver_public_schoolsA few months ago, Susana Cordova, the new superintendent of Denver Public Schools, released her one-hundred-day entry plan. Having survived a divisive selection process and a difficult teacher strike at the beginning of her tenure, Cordova took a moment to ask the question: "What does it take to ensure that every child in our city thrives?"

With the release of her plan, she has put forth a vision that includes students, families, and staff working together to ensure that students do exactly that, with an emphasis on the need for her administration to reach out with new and intentional modes of engagement that ensure inclusion of all members of the community.

After reading the plan — and with Cordova's commitment to families front and center — my lingering question for Denver's education eco-space is whether the philanthropic community is willing to get behind community empowerment and advocacy as part of the solution. In order to do that, funders will need to be less prescriptive of the solution and more authentically responsive to what families say are their most critical needs.

Recently, Grantmakers for Education released its Trends in Education Philanthropy Benchmarking Surveywhich takes the pulse of and tracks trends in national education philanthropy. The results reflect a number of changes in education philanthropy, including a greater focus on the "whole learner," as well as deeper investments in postsecondary education and workforce career readiness. A notable finding of the report is that among respondents to the survey, more than 60 percent provided funding for community and family engagement, and many anticipate growth in those investments over the next two years. The report also notes that among the factors or trends funders identified as having the greatest potential impact, engagement with learners' families ranked near the top, while a number of respondents emphasized the role of community organizing in driving and sustaining local school system change.

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7 Things One Family Foundation Is Doing to End Poverty

March 29, 2019

End_povertyThe Skees Family Foundation (SFF) is just one of the more than 86,000 private foundations in the United States, and with a corpus of just over $2 million, we're consistently the smallest foundation in the room at any peer gathering. Undeterred by the magnitude of the challenge, however, we've invested $1.7 million over fifteen years in efforts to end poverty. Along the way, we've learned a few things about how to leverage our funding:

1. Philanthropy of the hands. We named SFF after the grandparents (my parents) who struggled to feed their seven children but always added a dollar to the church basket and could find an hour when needed for community volunteering. Hugh and Jasmine believed in giving whatever they had: Hugh donated blood to the American Red Cross and volunteered for Habitat for Humanity and the Dayton International Peace Museum, while Jasmine sang in the church choir, crocheted prayer shawls, and visited with surgery and hospice patients. They taught us that so many of things we take for granted — abundant food, clean water, shelter, good health, security — were not ours because we deserved them but because of a combination of luck (being born in a stable, prosperous country) and hard work. They also taught us that all humans are created equal, deserve equal access to respect and opportunities, and are part of one big family. Their legacy — of humility, gratitude, and belonging — may seem idealistic in today's polarized world, but it's the core value on which all of our own families and careers, as well as our philanthropic collaborations, are based.

2. Diversity of viewpoints. SFF unites more than forty family members ranging in age from nine to ninety-one. We are Republicans, Democrats, and Socialists, occupy different places along the gender spectrum, are of many different ethnicities and nationalities, and work at a range of occupations, from nurse and nanny to soldier, salesman, accountant, Web developer, and writer. Each family member is invited to collaborate on an annual grant to an organization that reflects his or her passion for a cause — whether it's self-esteem training for at-risk young girls in California, tutoring and job skills development for young men in Chicago looking to make a new start after time spent in a gang or jail, or business skills training for a beekeeping women’s co-op in Haiti. As well, members of each of our three generations convene biannually to select grant partners with expertise in a specific area — whether it's mental health, veterans' issues, or survivors of trafficking — that are near and dear to their heart. When it comes to our major multiyear grants, we encourage loving debate by members of our all-family volunteer board, with a focus on programs that have the potential to reach the greatest number of people and to create a holistic ecosystem of respect and care.

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My Way, Your Way, and the Highway

February 14, 2019

My way orWorking on a cause or leading a movement today means managing a team of people whose ages, backgrounds, work styles, expertise levels, and personality traits can be all over the place. And the backgrounds of your donors and stakeholders can be just as varied. Sooner or later, it raises the question: Are you prepared to manage the inevitable (though often hidden) tension that arises between young and old, new and experienced, impetuous and measured?

I've heard lots of stories in which a seasoned nonprofit veteran sees a new recruit to the cause begin to get attention for her ideas and becomes disgruntled, even resentful, while the new hire just thinks the more experienced colleague is being unreasonable and stubborn. Meanwhile, the tension between them mounts, with each wishing the other would just go away.

The same kind of tension can occur between organizations, creating a monumental stumbling block to significant, sustainable change as donors and supporters sort themselves into opposing camps.

That's more than a shame. According to the World Economic Forum's Global Risks Report 2019, "The world faced a growing number of complex and interconnected challenges in 2018. From climate change and slowing global growth to economic inequality, we will struggle if we do not work together in the face of these simultaneous challenges."

In other words, if we expect to make any progress on the urgent challenges at hand, it's imperative that we all do what we can to minimize this kind of tension.

I know, it sounds difficult. But it's not; it just requires a shift in mindset. You could, for example:

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Most Popular PhilanTopic Posts (January 2019)

February 01, 2019

The weather outside is frightful, but we've got some January reads that are downright insightful. So grab a throw, a cup of your favorite warm beverage, and enjoy.

Interested in contributing to PND or PhilanTopic? We'd love to hear from you. Drop us a note at mfn@foundationcenter.org.

Rooted Communities: Placemaking, Placekeeping

December 06, 2018

IRetail for rentn Seattle's Central District, or "CD," gentrification and rapid development are displacing the largest African-American community in the state, reducing opportunities for wealth creation and accumulation among thousands of lower- and middle-class people and threatening the black community's political representation in city government, as well as its social, cultural, and economic capital.

In just a single generation, the African-American share of the neighborhood's population has fallen from 70 percent to under 20 percent, creating a cultural "diaspora" from what had been a diverse, welcoming neighborhood for more than a hundred and thirty years. Shaped early on by racist housing policies that pushed families of color into the neighborhood and limited their access to economic opportunity, African-American members of the community responded by building powerful neighborhood businesses and institutions. Now, those businesses and institutions are being forced out by surging rents and taxes, eroding the sense of community in the district.

Nationally, African Americans have a homeownership rate of 42 percent, a rate virtually unchanged since 1968 and a third less than the 70 percent enjoyed by whites. In Seattle, the home ownership rate for African Americans is just 24 percent. Low rates of home ownership, in both Seattle and nationally, increase African Americans' vulnerability to gentrification, which inevitably leads to rent increases, reduces the stock of affordable housing, and decreases economic opportunity for long-time members of the community.

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Most Popular PhilanTopic Posts (November 2018)

December 02, 2018

Devastating wildfires in California, a freak early season snowstorm in the Northeast, and a blue wave that flipped control of the U.S. House of Representatives in the Democrats' favor — November was at times harrowing and never less than surprising. Here on PhilanTopic, your favorite reads included new posts by John Mullaney, executive director of the Nord Family Foundation in Amherst, Ohio, and Jeanné L.L. Isler, vice president and chief engagement officer at the National Committee for Responsive Philanthropy; three posts by Larry McGill, vice president of knowledge services at Foundation Center, from our ongoing "Current Trends in Philanthropy" series; and oldies but goodies by Thaler Pekar and Gasby Brown, as well as a group-authored post by Nathalie Laidler-Kylander, May Samali, Bernard Simonin, and Nada Zohdy. Enjoy!

What have you read/watched/heard lately that got your attention, made you think, or charged you up? Feel free to share in the comments section below.

Interested in writing for PND or PhilanTopic? We'd love to hear from you. Send a few lines about your idea/article/post to mfn@foundationcenter.org.

Achieving Racial Equity Through Cross-Sector Partnerships

September 20, 2018

Peopleincircle600Mitch Landrieu, the former Mayor of New Orleans and recipient of the 2018 JFK Profiles in Courage Award for his decision to remove four Confederate monuments from that city, noted on accepting the award that "[c]enturies-old wounds are still raw because they were not healed right in the first place. Here is the essential truth. We are better together than we are apart."

Historically, the failure to increase fairness and equity in America through cross- sector collaboration and public-private partnerships represents a complete failure at the "systems level." Fifty years of effort by government, educational and advocacy groups, corporate diversity programs, and consultants, not to mention intense media focus on the issue, have failed to make a substantial impact.

The fact is, tackling racial equity is hard, the structural and policy issues complex. As an African American, the issues of income inequality and progress on the corporate diversity front are of keen interest to me. Seeking to answer the question "What does good enough look like?", I recently spoke with more than two dozen leaders from the nonprofit, government, and business sectors and discovered that there is broad consensus that much more needs to be done to address racial inequity in America.

Public-private partnerships that pool resources and expertise and facilitate broad community support are one way to do that. The decision by Congress to include, as part of the Tax Cuts and Jobs Act of 2017, $1.6 billion in tax incentives over the next ten years to create Opportunity Zones for private investment in distressed communities is the latest attempt. While the social sector is slowly coming around to the idea that the private sector can be a force good, however, new "playbooks" are required if we hope to see meaningful change.

Unfortunately, the racial inequality debate too often resembles the debate over climate change. Most people concede that the long-term consequences of leaving the problem unaddressed would be devastating, but getting people to agree on the root causes of the problem is impossible. Despite overwhelming evidence of continued discriminatory practices in education, health care, housing, hiring, and the criminal justice system, not to mention the emergence of a field of study focused on the psychology of racial bias, many Americans remain in denial. In fact, in some areas, the data suggest that the problems of discrimination and racial bias are getting worse.

Economic Impacts

In a joint study entitled "The Competitive Advantages of Racial Equity" (32 pages, PDF), FSG and PolicyLink estimated that the elimination of racial wage gaps in the U.S. economy would boost Gross Domestic Product (GDP) by $2 trillion, or 14 percent. In other words, sticking with the status quo represents a huge cost to society.

Similarly, the 2018 edition of the National Urban League’s "State of Black America" report includes an "Equality Index" that measures the status of blacks compared to whites. On a scale of 1 to 100, the 2018 index finds that blacks on average capture 72.5 percent of the American economic pie (compared to 100 percent for whites), earn 58 percent of what whites earn, and have 4 percent of the wealth that whites have.

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[Review] How Change Happens: Why Some Social Movements Succeed While Others Don't

July 30, 2018

Social movements are nothing new. People always seem to be marching for — or against — something. Part of this is due to the fact that social movements often take decades to achieve the change they seek, while many never get there.

Book_how_change_happens_3DWhile there is no simple recipe for social movement success, Leslie Crutchfield, executive director of the Global Social Enterprise Initiative (GSEI) at Georgetown University's McDonough School of Business, and her research team have identified a number of patterns that distinguish successful social movements from those that didn't succeed and shares them in her latest book, How Change Happens: Why Some Social Movements Succeed While Others Don't. The six she identifies are a focus on the grassroots; a recognition of the importance of state and local efforts; a commitment to changing norms and attitudes as well as policy; a willingness to reckon with adversarial allies; acceptance of the fact that business is not always the enemy and often can be a key ally; and being "leaderfull."

Crutchfield argues that successful social change leaders invariably recognize the importance of advocating for a shift in social norms, not just policy reforms, and that they never prioritize one over the other. And to support her contention, she shares some key insights from successful change leaders. In the movement for marriage equality in the United States, for example, LGBT advocates used polling research to reframe the focus of the campaign's messaging from "rights" to "love" and "commitment," which in turn led to the dissemination of now-familiar slogans such as "Love is Love" and, eventually, a change in marriage laws.

To further illustrate how change happens, Crutchfield highlights a number of instances where a movement prevailed over a determined counter-movement that strayed from one or more of the patterns. Most telling, perhaps, is the success the National Rifle Association has had "in defending and expanding the gun rights of gun owners in the United States" through a relentless focus on grassroots organizing. Indeed, "[t]he gun rights movement's grassroots army is the reason why, despite the waves of angry anti-gun protests, heartbreaking vigils, and pleading calls for reform that erupt after each tragic mass shooting…gun violence prevention groups still largely lose ground." Over the years, NRA leaders have been laser-focused in growing and emboldening their grassroots base through community events such as barbecues and town hall meetings. In contrast, gun safety advocates have been more oriented "toward elite politics at the national level" and in "push[ing] a comprehensive gun control bill through Congress." The dichotomous results of the two approaches speak for themselves and serve as additional support for Crutchfield's contention that the single most important decision movement leaders have to make is whether "to let their grassroots fade to brown or...turn [them] gold."

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[Review] Unicorns Unite: How Nonprofits & Foundations Can Build EPIC Partnerships

July 25, 2018

Regardless of what corner of the social sector you work in, you're probably working to make the world a better place. At a time when many scorn and deride such an ambition, Unicorns Unite: How Nonprofits and Foundations Can Build Epic Partnerships urges social-sector changemakers to roll up their sleeves and get to work on improving the relationships necessary to drive the progress we all want to see.

Book_unicorns_unite_for_PhilanTopicWritten by Jessamyn Shams-Lau, executive director of the Peery Foundation, Jane Leu, founder and CEO of Smarter Good, and Vu Le, executive director of Rainier Valley Corps, the book is a highly creative attempt to deconstruct the classic dichotomy between grantmaker and grantseeker — and why not? One can't exist without the other, and changemakers often jump back and forth between the two. But first, what do they mean by "unicorn"? A unicorn, according to the authors, is "a persistent, visionary, and dedicated nonprofit or foundation professional who shines with brilliance and practices humility." And why are they great? Because they are bad-ass; they provide jobs and strengthen the economy; they handle stuff no one else wants to do; they restore and build community; they amplify voices that aren't heard; they stand defiantly against injustice; and they create hope. What's more, we all have unicorn potential inside us. Shams-Lau, Leu, and Le are here to help us find it.

The first step in that journey takes the form of a pep-talk, a much-needed moment of levity before readers are led into the nitty-gritty of all the ways in which our professional relationships are dysfunctional. The authors then dive into "What Is," highlighting some of the key issues in the "unicorn family" dynamic with real-life examples, including distrust, jealousy, power imbalance, fear, hypocrisy, time wasting, disrespect, and a lack of listening and honesty. In the process, they note that while those of us working in the sector have everything we need to foster better relationships within and beyond our organizations, too often we put ourselves into "boxes" — "Foundations are often funder-centric. Nonprofits are often nonprofit-centric. [And we] are all often egocentric" — and that these boxes often turn into "nightmares." Indeed, we spend so much time focused on what's going wrong in these nightmares that we end up perpetuating them, when we should be focused on solving problems together.

The book shares some of these nightmares, which may be therapeutic or chilling, depending on what "box" you put yourself into. In one example, a funder dangled a half-million-dollar grant in front of a nonprofit unicorn, whose staff spent sixty hours filling out their forms and spreadsheets only to have that funder ask them to let go of current staff and replace them with lower-paid staff, and then reduced the size of the grant to $100,000. In another scenario, a foundation unicorn, trying to be respectful of a nonprofit director's time, asked for materials that had already been prepared for other foundations and let the director know as soon as it was clear that his organization wasn't a good fit — only to be accused of leading him on and effectively ending the nonprofit's work by not funding it. And several foundations and nonprofits share the difficulties they have in being in the same room together as peers.

We all have these nightmares, and we all want to forget about them and move forward, but we get stuck because "we are all afraid to name, and then address, the root causes that create division in our sector." Perhaps the biggest one is, "Whose money is it?" The authors are quick to remind us that "nobody owns the money in a foundation. It belongs to the foundation, which is also not owned by anybody — not even the founder or the board. The funds in a foundation exist to serve the public good." But though we know that to be true, we act as if the money belongs to the people tasked with dispersing it, and "even if it's unconscious, money equals power." Arguably, this unequal power dynamic, more than anything else, shapes the interactions between nonprofits and foundations — and between staff members within an organization. It also leads to what the authors call the "Tyranny of the Hierarchy of Inputs," which is an incredibly useful framing of how money is too often valued above all other inputs and contributions to the outputs we are working for — things like leadership, experience, knowledge, hope, labor, creativity, caring, risk taking — and so diminishes the value of those contributions and the people who make them.

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Going Far Together: Lessons From Convening the New York City Food Assistance Collaborative

April 04, 2018

Food insecurity_nycEach year, nearly 1.4 million New Yorkers rely on emergency food assistance. The delivery of that assistance requires a complex network of food suppliers who distribute food to a thousand neighborhood pantries and soup kitchens.

Until recently, however, there was little coordination between those suppliers. Indeed, no one really knew what food was going where, much less whether it was reaching neighborhoods where it was needed. Even had suppliers wanted to, coordination would have been nearly impossible: each supplier tracked food in different ways, and some pantries had only pen and paper sign-in sheets to record how many people they were serving.

Over the years, the key players involved in emergency food assistance in New York would gather to discuss potential projects and information they wished they could share more easily. Good intentions notwithstanding, they simply did not have the resources or incentive to follow through on this work.

In short, it was clear to all that for collaboration to happen, strategic investment was needed.

When trying to solve a complex issue, it can be tempting to identify and tackle one part of the problem — funding a simple increase in emergency food supplies, for example – without getting to the root of the problem. That's something my colleagues and I at the Helmsley Charitable Trust wanted to avoid. So in January 2015, working with the New York City Mayor's Office of Food Policy, we convened the key players in emergency food assistance in the city and invited them to create a unified strategic plan that didn't just fund their work but also aligned everyone's incentives to change and improve the system. In the years since, the New York City Food Assistance Collaborative has made a number of investments to build the capacity needed to distribute millions of pounds of food to neighborhoods where it is needed most.

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A Cooperative, Comprehensive Approach to Saving African Elephants

February 06, 2018

Elephant_cooperation_500I fell in love with wildlife as a child when I traveled to Africa with my father, who was a biologist. Back then, the beauty of the continent was difficult for me to put into words, and it stayed with me. But if I was in awe of all the different species I saw on that trip, I was overwhelmed by the elephants — so much so, that when I became a father myself, I wanted to share their beauty and majesty with my daughter. I had to wait a few years, but when she turned 15, we traveled together to the continent that had captured my imagination many years earlier.

It was not what I had expected, and my heart almost broke when I saw firsthand the devastation local elephant populations had suffered in the years since my last visit. I explained to my daughter that these magnificent creatures were being killed for their tusks — which would be smuggled out of country and turned into trinkets and bogus medical remedies to satisfy the growing consumer market in far-away countries such as China and Vietnam. What's more, at the rate they were being killed, African elephants might become extinct in my lifetime, and that her children — my grandchildren — might never have the chance to see one in the wild.

As a co-founder of a hundred-million-dollar company, I had long felt the need to give back, and when I got back to the U.S., I decided I would dedicate myself to saving the African elephant from extinction. It soon became apparent, however, that I would have to embrace unconventional strategies if I hoped to have the slightest chance of succeeding. As I returned to Africa several times over the next few years to learn about amazing organizations already working toward this goal, I realized I didn't need to start another NGO to bring a new approach or project to the table. Instead, I could create a nonprofit organization that would fund established projects and organizations already making a difference and use my connections and influence to bring those projects and organizations to the attention of donors and activists here in America.

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Weekend Link Roundup (September 2-3, 2017)

September 04, 2017

Our weekly roundup of noteworthy items from and about the social sector. For more links to great content, follow us on Twitter at @pndblog....

RosieClimate Change

Did climate change magnify the destructive power of Hurricane Harvey? Robinson Meyer The Atlantic's Robinson Meyer uncovers a fair amount of evidence which suggests that global warming is making a bad situation worse.

On the Yes! Magazine site, 350.org co-founder Bill McKibben talks with Jacqueline Patterson, director of the NAACP Environmental and Climate Justice Program about the threat of climate change as a lens to understand many of the injustices confronting the planet.

Collaboration

Which of the following elements of effective collaboration is the most challenging: reaching consensus, bringing diverse perspectives to the table, taking meaningful action? Hop over to the Kauffman Foundation site and cast your vote, then read on to learn how "to apply the principles that matter to move to [a] place where collaboration can happen on a much larger scale." 

Data

Could data science be the key to unlocking the next wave of social change? Elizabeth Good Christopherson, president and chief executive officer of the Rita Allen Foundation, talks with Jake Porway, founder of DataKind, a global network of volunteers skilled in data analysis, coding and visualization, about changes in technology that are influencing the work of his organization and the prospects for accelerated social change.

Disaster Relief

The New York Times has a good roundup of federal assistance for those affected by Hurricane Harvey.

Looking for commonsense advice about the best way to donate to Hurricane Harvey relief and recovery efforts? This article by Pam Fessler on the NPR site is a good place to start.

In a post on Slate, Jonathan M. Katz explains why the Red Cross, the default disaster relief recipient for a majority of corporations and individual Americans, won't "save" Houston.

And in a post on the NCRP site, Ginny Goldman, founder and former director of the Texas Organizing Project, the Houston-based affiliate of the Center for Popular Democracy, reminds Americans that "[w]hen camera crews head home and it's time to rebuild Houston, the people on the ground will need organizing capacity and legal support to fight for themselves." 

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Most Popular PhilanTopic Posts (May 2017)

June 02, 2017

Like many of you, we're trying to make sense of all the tweets, charges/counter-charges, and executive orders emanating from the White House. One thing we do know, however: you found plenty to like here on the blog in May, including a stirring call to action from Tim Delaney, president of the National Council of Nonprofits; some excellent grantmaking advice from Peter Sloane, chair and CEO of the Heckscher Foundation for Children; a new post by everyone's favorite millennial fundraising expert, Derrick Feldmann; posts by first-time contributors Nona Evans and Jaylene Howard; and an oldie-but-goodie by fundraising consultant Richard Brewster. But don't take our word for it — pull up a chair, click off MSNBC, and treat yourself to some good reads!

What have you read/watched/heard lately that got your attention, made you think, or charged you up? Feel free to share with our readers in the comments section below. Or drop us a line at mfn@foundationcenter.org.

Conscious Collaboration: The New Competitive Advantage for Nonprofits

May 18, 2017

CollaborationWhole Kids Foundation is a nonprofit on a mission to support schools and inspire families to improve their children's nutrition and wellness. We were established by Whole Foods Market in 2011 and operate in the U.S., UK and Canada, supporting more than ten thousand schools and reaching over five million kids. Our staff of six full-time team members is responsible for raising and investing $5 million annually. With such a small team, collaboration plays a critical role in our success.

It's unrealistic to believe that any one organization can solve today’s major societal issues alone, and so from the outset we have viewed the work of improving nutrition for children as a kind of relay. As such, it's imperative that we focus on our leg of the race — the work we are uniquely qualified and equipped to do. To achieve maximum impact, however, it's also critical for us to get to know and build relationships with organizations that are running other legs of the race. And as a leader in our field, it's important that we help other funders think about the quality of collaborations as an indicator of effectiveness.

From our roots in "conscious capitalism," a term coined by Whole Foods Market founder John Mackey to express the generative spirit of business and its capacity to create positive change in the world, we have developed an approach I call "conscious collaboration,” which is based on the idea that the tenets of conscious capitalism are as effective and powerful when implemented by nonprofit organizations.

Conscious collaborations begin with honest conversations, and the most difficult part of such conversations often is having an open dialogue about goals. Every dialogue we have with a potential collaborator begins with a simple question: "Can you help us understand your goals — both for your organization and related to anything we might do together?" If the question is not reciprocated, or if active listening is missing from the conversation when we share our goals, it's usually a good indicator that the organization is not a good partner for us.

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