Nonprofit Management Quotes

The three most charismatic leaders in this century inflicted more suffering on the human race than almost any trio in history: Hitler, Stalin, and Mao. What matters is not the leader's charisma. What matters is the leader's mission.

The "non-profit" institution neither supplies goods or services not controls. Its "product" is neither a pair of shoes nor an effective regulation. Its product is a changed human being. The non-profit institutions are human-change agents. Their "product" is a cured patient, a child that learns, a young man or woman grown into a self-respecting adult; a changed human life altogether.

Keep your eye on the task, not on yourself. The task matters, and you are a servant.

In the short term, there is scant room for dreaming, for one must choose between being taken seriously and being visionary. In the long term, however, leadership cannot afford to overlook the wisdom of dreams, even the wisdom of playful dreaming. Vision that bounds higher than the barriers that confine us often spring from earnest playfulness.

You don’t have to know all the answers, you just need to know where to find them. —Albert Einstein

Create and communicate absolute clarity of purpose.

I’ve seen more institutions damaged by too much caution than by rashness, though I’ve seen both.

We need far too many leaders to depend only on the naturals.

The “non-profit” institution neither supplies goods or services nor controls. Its “product” is neither a pair of shoes nor an effective regulation. Its product is a changed human being. The non-profit institutions are human-change agents. Their “product” is a cured patient, a child that learns, a young man or woman grown into a self-respecting adult; a changed human life altogether.

It’s difficult to overstate the enormity of this problem—it affects every organization, independent of the industry we operate in, the size of our organization, whether we are profit or non-profit. Now more than ever, how technology work is managed and performed predicts whether our organizations will win in the marketplace, or even survive.

Disability justice, when it’s really happening, is too messy and wild to really fit into traditional movement and nonprofit industrial complex structures, because our bodies and minds are too wild to fit into those structures. Which is no surprise, because nonprofits, while created in the ’60s to manage dissent, in many ways overlap with “charities”—the network of well-meaning institutions designed on purpose to lock up, institutionalize, and “help the handicapped.” Foundations have rarely ever given disabled people money to run our own shit. Nonprofits need us as clients and get nervous about us running the show. Disability justice means the show has to change—or get out of the way.

Within the huge trade unions, a similar managerial officialdom, the “labor bureaucracy” consolidates its position as an elite. This elite is sharply distinguished in training, income, habits and outlook from the ordinary union member. The trend extends to the military world, the academic world, the non-profit foundations and even auxilliary organizations of the U.N. Armies are no longer run by “fighting captains” but by a Pentagon-style managerial bureaucracy. Within the universities, proliferating administrators have risen above students, teaching faculty, alumni and parents, their power position expressed in the symbols of higher salaries and special privileges. The great “non-profit foundations” have been transformed from expressions of individual benevolence into strategic bases of managerial-administrative power. The United Nations has an international echelon of manager entrenched in the Secretariat. There are fairly obvious parallels in the managerial structures of the diverse institutional fields. For example, managers in business are stockholders as labor managers are to union members; as government managers are to voters; as public school administrators are to tax-payers; as university and private school administrators are to tuition payers and fund contributors.

Even organizations outside the business world can use blitzscaling to their advantage. Upstart presidential campaigns and nonprofits serving the underprivileged have used the levers of blitzscaling to overturn conventional wisdom and achieve massive results. You’ll read all these stories, and many more, in the pages of this book. Whether you are a founder, a manager, a potential employee, or an investor, we believe that understanding blitzscaling will allow you to make better decisions in a world where speed is the critical competitive advantage. With the power of blitzscaling, the adopted son of a Syrian immigrant (Steve Jobs), the adopted son of a Cuban immigrant (Jeff Bezos), and a former English teacher and volunteer tour guide (Jack Ma) were all able to build businesses that changed—and are still changing—the world.

A viable future isn’t possible until the past is faced objectively and communion is made with our errant history.

Most of the non-profit organizations are owned from the wealthy rich philanthropists but are managed and run from poor philanthropists.

In 2005, nonprofits employed 12.9 million people, approximately 9.7% of the U.S. economy, and they employed more people than the construction (7.3 million), finance and insurance (5.8 million), and real estate (2.0 million) sectors.

Omaha native Paul Stratman spent forty-four years in the electrical trade, laying wire, managing people, and eventually doing 3D modeling. Then he retired. Dissatisfaction soon set in. “My wife had a long list of things she wanted done around the house,” Paul said, “but that took me less than a year to complete. And I certainly didn’t want to just sit around the house doing nothing for the rest of my life. I wanted to help people.” About this time, he heard about a group of retired tradesmen in the Omaha area who call themselves the Geezers. Several times each week, for a half day at a time, a group of five to ten Geezers meets in North Omaha (a poorer part of town) to rebuild a house for later use by a nonprofit. “Currently, we’re rebuilding a home that will house six former inmates,” Paul told me. “We’re providing the home, and the nonprofit will provide the mentorship when the gentlemen move in.” The goal is to help formerly incarcerated people build better lives and stay out of jail. The rate of recidivism in the United States reaches as high as 83 percent.[12] “Our goal is zero percent among the men who will occupy this home when we are finished,” Paul said. On a previous occasion, after the devastating 2019 midwestern floods, Paul was working as a volunteer in the area to restore electricity to many of the homes when he received an urgent phone call concerning a couple in their fifties whose home had been destroyed in the flood. The couple were living in a camper with their teenage daughter and three grandkids (whose mother was unable to take care of them) while they tried to get enough money to fix their house. Six people in a tiny camper! The couple were worried because they had been informed that someone from Nebraska’s Division of Children and Family Services would be coming to inspect the living conditions for the three grandkids. The couple feared their grandkids were going to be taken from them. They were almost frantic to prevent that. Would Paul help? Paul went right to work. He completed the electrical wiring and safety renovations inside the flood-damaged home, free of charge, in time for it to pass inspection by CFS. The family stayed together. Reflecting on this experience, Paul said, “When you can help people that are so desperate, and can make a little difference in their lives—people who have put their lives on hold to care for the needs of someone else—it is moving. That was one of the most emotional experiences I’ve ever had and some of the most meaningful work I’ve ever accomplished.” Paul has retired from his job, but he hasn’t stopped working for others.

What we gave mostly was wine. Especially after we made this legal(!) by acquiring that Master Wine Grower’s license in 1973. Most requests were made by women (not men) who had been drafted by their respective organizations to somehow get wine for an event. We made a specialty of giving them a warm welcome from the first call. All we wanted was the organization’s 501c3 number, and from which store they wanted to pick it up. We wanted to make that woman, and her friends, our customers. But we didn’t want credit in the program, as we knew the word would get out from that oh-so-grateful woman who had probably been turned down by six markets before she called us. Everybody wanted champagne. We firmly refused to donate it, because the federal excise tax on sparkling wine is so great compared with the tax on still wine. To relieve pressure on our managers, we finally centralized giving into the office. When I left Trader Joe’s, Pat St. John had set up a special Macintosh file just to handle the three hundred organizations to which we would donate in the course of a year. I charged all this to advertising. That’s what it was, and it was advertising of the most productive sort. Giving Space on Shopping Bags One of the most productive ways into the hearts of nonprofits was to print their programs on our shopping bags. Thus, each year, we printed the upcoming season for the Los Angeles Opera Co., or an upcoming exhibition at the Huntington Library, or the season for the San Diego Symphony, etc. Just printing this advertising material won us the support of all the members of the organization, and often made the season or the event a success. Our biggest problem was rationing the space on the shopping bags. All we wanted was camera-ready copy from the opera, symphony, museum, etc. This was a very effective way to build the core customers of Trader Joe’s. We even localized the bags, customizing them for the San Diego, Los Angeles, and San Francisco market areas. Several years after I left, Trader Joe’s abandoned the practice because it was just too complicated to administer after they expanded into Arizona, Washington, etc., and they no longer had my wife, Alice, running interference with the music and arts groups. This left an opportunity for small retailers in local areas, and I strongly recommended it to them. In 1994, while running the troubled Petrini’s Markets in San Francisco, I tried the same thing, again with success, for the San Francisco Ballet and a couple of museums.

André V. Chapman holds his Master’s in Organizational Management as well as a Certificate of Completion from the Harvard Business School program, Strategic Perspectives on Nonprofit Management. He is the Founder & CEO of Unity Care Group, Inc., and he started the Covid19-Black initiative as an educational movement to reduce the effect of the coronavirus on the African American community. Mr. Chapman is a Fell of the American Leadership Forum.

In an ordinary organization, most people are doing a second job no one is paying them for. In businesses large and small; in government agencies, schools, and hospitals; in for-profits and nonprofits, and in any country in the world, most people are spending time and energy covering up their weaknesses, managing other people’s impressions of them, showing themselves to their best advantage, playing politics, hiding their inadequacies, hiding their uncertainties, hiding their limitations. Hiding. We regard this as the single biggest loss of resources that organizations suffer every day. Is anything more valuable to a company than the way its people spend their energies? The total cost of this waste is simple to state and staggering to contemplate: it prevents organizations, and the people who work in them, from reaching their full potential.

different from 3.5. However, it is different from larger values, such as 4.0 (t = 2.89, df = 9, p = .019). Another example of this is provided in the Box 12.2. Finally, note that the one-sample t-test is identical to the paired-samples t-test for testing whether the mean D = 0. Indeed, the one-sample t-test for D = 0 produces the same results (t = 2.43, df = 9, p = .038). In Greater Depth … Box 12.2 Use of the T-Test in Performance Management: An Example Performance benchmarking is an increasingly popular tool in performance management. Public and nonprofit officials compare the performance of their agencies with performance benchmarks and draw lessons from the comparison. Let us say that a city government requires its fire and medical response unit to maintain an average response time of 360 seconds (6 minutes) to emergency requests. The city manager has suspected that the growth in population and demands for the services have slowed down the responses recently. He draws a sample of 10 response times in the most recent month: 230, 450, 378, 430, 270, 470, 390, 300, 470, and 530 seconds, for a sample mean of 392 seconds. He performs a one-sample t-test to compare the mean of this sample with the performance benchmark of 360 seconds. The null hypothesis of this test is that the sample mean is equal to 360 seconds, and the alternate hypothesis is that they are different. The result (t = 1.030, df = 9, p = .330) shows a failure to reject the null hypothesis at the 5 percent level, which means that we don’t have sufficient evidence to say that the average response time is different from the benchmark 360 seconds. We cannot say that current performance of 392 seconds is significantly different from the 360-second benchmark. Perhaps more data (samples) are needed to reach such a conclusion, or perhaps too much variability exists for such a conclusion to be reached. NONPARAMETRIC ALTERNATIVES TO T-TESTS The tests described in the preceding sections have nonparametric alternatives. The chief advantage of these tests is that they do not require continuous variables to be normally distributed. The chief disadvantage is that they are less likely to reject the null hypothesis. A further, minor disadvantage is that these tests do not provide descriptive information about variable means; separate analysis is required for that. Nonparametric alternatives to the independent-samples test are the Mann-Whitney and Wilcoxon tests. The Mann-Whitney and Wilcoxon tests are equivalent and are thus discussed jointly. Both are simplifications of the more general Kruskal-Wallis’ H test, discussed in Chapter 11.19 The Mann-Whitney and Wilcoxon tests assign ranks to the testing variable in the exact manner shown in Table 12.4. The sum of the ranks of each group is computed, shown in the table. Then a test is performed to determine the statistical significance of the difference between the sums, 22.5 and 32.5. Although the Mann-Whitney U and Wilcoxon W test statistics are calculated differently, they both have the same level of statistical significance: p = .295. Technically, this is not a test of different means but of different distributions; the lack of significance implies that groups 1 and 2 can be regarded as coming from the same population.20 Table 12.4 Rankings of

on a task usually also want the authority

The best managers inspire passion and dedication among their staff, they cultivate a culture of success, and they make their team feel valued and supported. And the best managers enable their employees to perform beyond their own expectations.

Leaders and managers appreciate it when employees take the initiative to offer help, build networks, gather new knowledge, and seek feedback. But there’s one form of initiative that gets penalized: speaking up with suggestions. In one study across manufacturing, service, retail, and nonprofit settings, the more frequently employees voiced ideas and concerns upward, the less likely they were to receive raises and promotions over a two-year period. And

Look inward for solutions to your greatest challenges.

You cannot be a modern association without a contemporary board.

The most prominent of these programs was SELGEM, created by the Smithsonian Institution. An acronym for “SELf GEnerating Master,” SELGEM was a replacement for an even earlier Smithsonian information management system, SIIR. Developed during the 1960s and first placed in operation at the Smithsonian in 1970, SELGEM was soon made available to nonprofit organizations free of charge. Composed of thirty-three unique programs, the package was issued as “a generalized system for information storage, management, and retrieval especially suited for collection management in museums.

Martin Luther said that “people go through three conversions: The conversion of their head, their heart and their pocketbook. Unfortunately, not all at the same time.”2

The Strategic Management of Nonprofits” at