Nonprofit Organizations 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.

And we learned, perhaps the hard way, that church isn’t static. It’s not a building, or a denomination, or a 501(c)(3) nonprofit organization. Church is a moment in time when the kingdom of God draws near, when a meal, a story, a song, an apology, and even a failure is made holy by the presence of Jesus among us and within us.

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.

Fascism talks ideology, but it is really just marketing—marketing for power. It is recognizable by its need to purge, by the strategies it uses to purge, and by its terror of truly democratic agendas. It is recognizable by its determination to convert all public services to private entrepreneurship, all nonprofit organizations to profit-making ones—so that the narrow but protective chasm between governance and business disappears. It changes citizens into taxpayers—so individuals become angry at even the notion of the public good. It changes neighbors into consumers—so the measure of our value as humans is not our humanity or our compassion or our generosity but what we own. It changes parenting into panicking—so that we vote against the interests of our own children; against their health care, their education, their safety from weapons. And in effecting these changes it produces the perfect capitalist, one who is willing to kill a human being for a product (a pair of sneakers, a jacket, a car) or kill generations for control of products (oil, drugs, fruit, gold).

A board of three is ideal. Your board should never exceed five people, unless your company is publicly held. (Government regulations effectively mandate that public companies have larger boards—the average is nine members.) By far the worst you can do is to make your board extra large. When unsavvy observers see a nonprofit organization with dozens of people on its board, they think: “Look how many great people are committed to this organization! It must be extremely well run.” Actually, a huge board will exercise no effective oversight at all; it merely provides cover for whatever microdictator actually runs the organization. If you want that kind of free rein from your board, blow it up to giant size. If you want an effective board, keep it small.

Perhaps your quest to be part of building something great will not fall in your business life. But find it somewhere. If not in corporate life, then perhaps in making your church great. If not there, then perhaps a nonprofit, or a community organization, or a class you teach. Get involved in something that you care so much about that you want to make it the greatest it can possibly be, not because of what you will get, but just because it can be done.

Nowhere does this tendency toward artificial harmony show itself more than in mission-driven nonprofit organizations, most notably churches. People who work in those organizations tend to have a misguided idea that they cannot be frustrated or disagreeable with one another. What they’re doing is confusing being nice with being kind.

I'd rather do more with the same, then the same with less.

I have found that there are three key steps to identifying your own core personal projects. First, think back to what you loved to do when you were a child. How did you answer the question of what you wanted to be when you grew up? The specific answer you gave may have been off the mark, but the underlying impulse was not. If you wanted to be a fireman, what did a fireman mean to you? A good man who rescued people in distress? A daredevil? Or the simple pleasure of operating a truck? If you wanted to be a dancer, was it because you got to wear a costume, or because you craved applause, or was it the pure joy of twirling around at lightning speed? You may have known more about who you were then than you do now. Second, pay attention to the work you gravitate to. At my law firm I never once volunteered to take on an extra corporate legal assignment, but I did spend a lot of time doing pro bono work for a nonprofit women’s leadership organization. I also sat on several law firm committees dedicated to mentoring, training, and personal development for young lawyers in the firm. Now, as you can probably tell from this book, I am not the committee type. But the goals of those committees lit me up, so that’s what I did. Finally, pay attention to what you envy. Jealousy is an ugly emotion, but it tells the truth. You mostly envy those who have what you desire.

Camp Patriot is a God-centered nonprofit organization that provides outdoor adventure excursions for wounded and disabled veterans.

Speak, breathe, prophesy, get behind a pulpit and preach, mark exam papers, run a company or a nonprofit, clean your kitchen, put paint on a canvas, organize, rabble-rouse, find transcendence in the laundry pile while you pray in obscurity, deliver babies for Haitian mothers in the midwifery clinic—work the Love out and in and around you however God has made you and placed you to do it. Just do it. Don’t let the lies fence you in or hold you back.

I run Venture for America, a nonprofit organization that recruits dozens of our country’s top graduates each year and places them in startups and growth companies in Detroit, New Orleans, Las Vegas, Providence, Cincinnati, Baltimore, Cleveland, Philadelphia, and other cities around the country. Our goal is to help create 100,000 new US jobs by 2025. We supply talent to early-stage companies so that they can expand and hire more people. And we train a critical mass of our best and brightest graduates to build enterprises and create new opportunities for themselves and others.

For years, the family funded legal challenges to various campaign-finance laws. Ground zero in this fight was the James Madison Center for Free Speech, of which Betsy DeVos became a founding board member in 1997. The nonprofit organization’s sole goal was to end all legal restrictions on money in politics. Its honorary chairman was Senator Mitch McConnell, a savvy and prodigious fund-raiser. Conservatives

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.

Through their donations and work for voluntary organizations, the charitable rich exert enormous influence in society. As philanthropists, they acquire status within and outside of their class. Although private wealth is the basis of the hegemony of this group, philanthropy is essential to the maintenance and perpetuation of the upper class in the United States. In this sense, nonprofit activities are the nexus of a modern power elite.

from nonprofit organizations to push Obamacare—the same organizations responsible for directly implementing Obamacare and therefore subject to HHS oversight. • At virtually the same time, Republican lawmakers send a letter to the Environmental Protection Agency asking why the EPA has forced conservative groups to pay fees for Freedom

Our country is a place where hope can be born and great companies, organizations and non-profits can spring up from an idea birthed on the back of a coffee-shop napkin.

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

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

Thanking your donor should be an opportunity to brag about the donor instead of your organization.

Donors don’t give to your organization, they give to make the world a better place.

Can we create soulful workplaces—schools, hospitals, businesses, and nonprofits—where our talents can blossom and our callings can be honored?

In 2014 a survey conducted by a nonprofit organization called Stop Street Harassment revealed that more than 60 percent of women in Buenos Aires had experienced intimidation from men who catcalled them.18 To a lot of men in Buenos Aires, women’s concern came as a surprise. When asked about the survey, Buenos Aires’s mayor, Mauricio Macri, dismissed it as inaccurate and proceeded to explain why women couldn’t possibly have a problem with being shouted at by strangers. “All women like to be told compliments,” he said. “Those who say they’re offended are lying. Even though you’ll say something rude, like ‘What a cute ass you have’ . . . it’s all good. There is nothing more beautiful than the beauty of women, right? It’s almost the reason that men breathe.

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.

If the U.S. government and nonprofit organizations, private corporations and university laboratories are going to dedicate money and time to the future, they also need to do so for the present. They need to fund accessible buses, schools, classrooms, movie theaters, restrooms, housing, and workplaces. They should support campaigns to end bullying, employment discrimination, social isolation, and the ongoing institutionalizing of disabled people with the same enthusiasm with which they implement cure research. I want money for accessible playgrounds, tree houses, and sandboxes so that wheelchair-using kids aren't left twiddling their thumbs in the present while they dream of running in the future. If we choose to wait for those always-just-around-the-corner cures, lavishing them with resources, energy, and media attention, we risk suspending our present-day lives.

The Kochs were also directing millions of dollars into online education, and into teaching high school students, through a nonprofit that Charles devised called the Young Entrepreneurs Academy. The financially pressed Topeka school system, for instance, signed an agreement with the organization which taught students that, among other things, Franklin Roosevelt didn’t alleviate the Depression, minimum wage laws and public assistance hurt the poor, lower pay for women was not discriminatory, and the government, rather than business, caused the 2008 recession. The program, which was aimed at low-income areas, also paid students to take additional courses online.

The key to competitive success—for businesses and nonprofits alike—lies in an organization’s ability to create unique value. Porter’s prescription: aim to be unique, not best. Creating value, not beating rivals, is at the heart of competition.

The received wisdom in advanced capitalist societies is that there still exists an organic “civil society sector” in which institutions form autonomously and come together to manifest the interests and will of citizens. The fable has it that the boundaries of this sector are respected by actors from government and the “private sector,” leaving a safe space for NGOs and nonprofits to advocate for things like human rights, free speech, and accountable government. This sounds like a great idea. But if it was ever true, it has not been for decades. Since at least the 1970s, authentic actors like unions and churches have folded under a sustained assault by free-market statism, transforming “civil society” into a buyer’s market for political factions and corporate interests looking to exert influence at arm’s length. The last forty years have seen a huge proliferation of think tanks and political NGOs whose purpose, beneath all the verbiage, is to execute political agendas by proxy.

The biggest problem that we now collectively face is that for many people, companies, nonprofit organizations, and governments, their incomes are low in relation to their expenses, and their debts and other liabilities (such as those for pensions, healthcare, and insurance) are very large relative to the value of their assets. It may not seem that way—in fact, it often seems the opposite—because there are many people, companies, nonprofit organizations, and governments that look rich even while they are in the process of going broke.

For the third type of coping strategy, at the societal level, we need to ask how non-state actors (such as communities and nonprofit organizations) will respond to the consequences of the data revolution. We think a wave of civil-society organizations will emerge in the next decade designed to shield connected citizens from their governments and from themselves. Powerful lobbying groups will advocate content and privacy laws. Rights organizations that document repressive surveillance tactics will call for better citizen protection. There

is the head of a popular non-profit organization that helps children of currently incarcerated parents gain an appreciation for the justice system. Our sources tell us that this charity, Legal Buddies, was in some way associated with the charges brought forth this morning. Judge

Templates of how we organize and govern such as partnerships, corporations, or nonprofits have not be updated in centuries, we still use many of the ancient rules and vernacular today, patching expanding gaps of trust and accounting all stemming from increasing modernized complexity.

You were meant to bring forth much fruit. You can be effective. Powerfully used. I’m talking to you. Not your preacher or Bible study teacher. Your legacy can still have an impact in a dozen generations if Christ tarries. You don’t have to look a certain way, receive a certain gift, attend a certain denominational church, practice a certain kind of ministry, or establish a nonprofit organization! All you need to be mighty in your generation is a shield of faith and the sword of the Spirit (the Word of God, Eph. 6:16–17). Through Christ you can absolutely, unequivocally do anything God places before you (Phil. 4:13).

We had to begin to practice deep, authentic collaboration. This meant a shift in how we move financial and human resources—there are enough people out there to support the movement(s) we need, but currently, organizations are pitted against each other to access money (less and less money), rather than creating and investing together to maximize a diversity of resources from money, to people, to spaces, to skills. Because we are not investing in a shared network of resources, it is easy to let structural and ideological particularities create deep splits throughout the non-profit sphere, rendering much of our work useless.

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.

When the culture of any organization mandates that it is more important to protect the reputation of a system and those in power than it is to protect the basic human dignity of the individuals who serve that system or who are served by that system, you can be certain that the shame is systemic, the money is driving ethics, and the accountability is all but dead. This is true in corporations, nonprofits, universities, governments, faith communities, schools, families, and sports programs. If you think back on any major scandal fueled by cover-ups, you’ll see this same pattern. And the restitution and resolution of cover-ups almost always happens in the wilderness—when one person steps outside their bunker and speaks their truth.

As we lead organizations—businesses, nonprofits, and churches—size doesn’t matter as much as another crucial factor. The biggest difference between leaders of large organizations and small organizations isn’t their location, the size of their building, the scope of the vision, the number of staff members, or their talent. In fact, some of the best leaders I’ve ever met have small organizations. But in all my consulting and conferences, I’ve seen a single factor: leaders of larger organizations have proven they can handle more pain.

I didn’t realize Farrah Fawcett had died of anal cancer. There were references to her ailment as cancer “below the colon.” It was like my mother, when I was a kid, calling the vagina “your bottom in front.” Up through 2010, anal cancer had no nonprofit society, no one to organize fund-raisers and outreach, no colored awareness ribbon. (Even appendix cancer has a ribbon.)* Like cervical cancer, anal cancer is caused by the human papillomavirus; people get it via sex with an infected person, and that seems like something they ought to know when making decisions about using a condom.

After high school, he’d passed two relatively laid-back years as a student at Occidental College in Los Angeles before transferring to Columbia, where by his own account he’d behaved nothing like a college boy set loose in 1980s Manhattan and instead lived like a sixteenth-century mountain hermit, reading lofty works of literature and philosophy in a grimy apartment on 109th Street, writing bad poetry, and fasting on Sundays. We laughed about all of it, swapping stories about our backgrounds and what led us to the law. Barack was serious without being self-serious. He was breezy in his manner but powerful in his mind. It was a strange, stirring combination. Surprising to me, too, was how well he knew Chicago. Barack was the first person I’d met at Sidley who had spent time in the barbershops, barbecue joints, and Bible-thumping black parishes of the Far South Side. Before going to law school, he’d worked in Chicago for three years as a community organizer, earning $12,000 a year from a nonprofit that bound together a coalition of churches. His task was to help rebuild neighborhoods and bring back jobs. As he described it, it had been two parts frustration to one part reward: He’d spend weeks planning a community meeting, only to have a dozen people show up. His efforts were scoffed at by union leaders and picked apart by black folks and white folks alike. Yet over time, he’d won a few incremental victories, and this seemed to encourage him. He was in law school, he explained, because grassroots organizing had shown him that meaningful societal change required not just the work of the people on the ground but stronger policies and governmental action as well. Despite my resistance to the hype that had preceded him, I found myself admiring Barack for both his self-assuredness and his earnest demeanor. He was refreshing, unconventional, and weirdly elegant.

Since governments have the ability to both make and borrow money, why couldn’t the central bank lend money at an interest rate of about 0 percent to the central government to distribute as it likes to support the economy? Couldn’t it also lend to others at low rates and allow those debtors to never pay it back? Normally debtors have to pay back the original amount borrowed (principal) plus interest in installments over a period of time. But the central bank has the power to set the interest rate at 0 percent and keep rolling over the debt so that the debtor never has to pay it back. That would be the equivalent of giving the debtors the money, but it wouldn’t look that way because the debt would still be accounted for as an asset that the central bank owns, so the central bank could still say it is performing its normal lending functions. This is the exact thing that happened in the wake of the economic crisis caused by the COVID-19 pandemic. Many versions of this have happened many times in history. Who pays? It is bad for those outside the central bank who still hold the debts as assets—cash and bonds—who won’t get returns that would preserve their purchasing power. The biggest problem that we now collectively face is that for many people, companies, nonprofit organizations, and governments, their incomes are low in relation to their expenses, and their debts and other liabilities (such as those for pensions, healthcare, and insurance) are very large relative to the value of their assets.

Emergency food has become very useful indeed, and to a very large assortment of people and institutions. The United States Department of Agriculture uses it to reduce the accumulation of embarrassing agricultural surpluses. Business uses it to dispose of nonstandard or unwanted product, to protect employee morale and avoid dump fees, and, of course, to accrue tax savings. Celebrities use it for exposure. Universities and hospitals, as well as caterers and restaurants, use it to absorb leftovers. Private schools use it to teach ethics, and public schools use it to instill a sense of civic responsibility. Churches use it to express their concern for the least of their brethren, and synagogues use it to be faithful to the tradition of including the poor at the table. Courts use it to avoid incarcerating people arrested for Driving While Intoxicated and a host of other offense. Environmentalists use it to reduce the solid waste stream. Penal institutions use it to create constructive outlets for the energies of their inmates, and youth-serving agencies of all sorts use it to provide service opportunities for young people. Both profit-making and nonprofit organizations use it to absorb unneeded kitchen and office equipment. A wide array of groups, organizations, and institutions benefits from the halo effect of 'feeding the hungry,' and this list does not even include the many functions for ordinary individuals--companionship, exercise, meaning, and purpose. . .If we didn't have hunger, we'd have to invent it.

In the factory era, the goal was to have the highest PERL. Think about it. If you can easily replace most of your workers, you can pay them less. The less you pay them, the more money you make. The city newspaper, for example, might have four hundred employees, but only a few dozen salespeople and columnists were hard to replace on a moment’s notice. The goal was to leverage and defend the system, not the people. So we built giant organizations (political parties, nonprofits, schools, corporations) filled with easily replaced laborers. Unions fought back precisely because they saw coordinated action as the only way to avoid becoming commodities. Ironically, the work rules they erected merely exacerbated the problem, making every union worker just as good as every other.

landscape that makes political fodder of this liberationist legacy. With increasing frequency, we are party (or participant) to a white liberal and “multicultural”/“people of color” liberal imagination that venerates and even fetishizes the iconography and rhetoric of contemporary Black and Third World liberation movements, and then proceeds to incorporate these images and vernaculars into the public presentation of foundation-funded liberal or progressive organizations. I have also observed and experienced how these organizations, in order to protect their nonprofit status and marketability to liberal foundations, actively self-police against members’ deviations from their essentially reformist agendas, while continuing to appropriate the language and imagery of historical revolutionaries.

This is the real estate state, a government by developers, for developers. It is not monolithic; there are plenty of disputes within it. Builders' desires are not always the same as owners', as reflected in the presence of separate developer and landlord lobbies in New York. Nonprofit developers follow a somewhat different model than for-profit builders. And of course government is still accountable to voters, who are by and large either renters or mortgage holders and continue to organize collectively against real estate's rule. But the parameters for planning are painfully narrow: land is a commodity and also is everything atop it; property rights are sacred and should never be impinged; a healthy real estate market is the measure of a healthy city; growth is good-- in fact, growth is god.

In 2000, for instance, two statisticians were hired by the YMCA—one of the nation’s largest nonprofit organizations—to use the powers of data-driven fortune-telling to make the world a healthier place. The YMCA has more than 2,600 branches in the United States, most of them gyms and community centers. About a decade ago, the organization’s leaders began worrying about how to stay competitive. They asked a social scientist and a mathematician—Bill Lazarus and Dean Abbott—for help. The two men gathered data from more than 150,000 YMCA member satisfaction surveys that had been collected over the years and started looking for patterns. At that point, the accepted wisdom among YMCA executives was that people wanted fancy exercise equipment and sparkling, modern facilities. The YMCA had spent millions of dollars building weight rooms and yoga studios. When the surveys were analyzed, however, it turned out that while a facility’s attractiveness and the availability of workout machines might have caused people to join in the first place, what got them to stay was something else. Retention, the data said, was driven by emotional factors, such as whether employees knew members’ names or said hello when they walked in. People, it turns out, often go to the gym looking for a human connection, not a treadmill. If a member made a friend at the YMCA, they were much more likely to show up for workout sessions. In other words, people who join the YMCA have certain social habits. If the YMCA satisfied them, members were happy. So if the YMCA wanted to encourage people to exercise, it needed to take advantage of patterns that already existed, and teach employees to remember visitors’ names.

I look around and see many shelters and services for survivors of domestic violence, but no large-scale movement to end male violence. I see many batterer intervention programs, but few men involved in challenging sexism. The loss of vision that narrowed the focus of men's work reflects a change that occurred in other parts of the movement to end violence, as activists who set out to change the institutions perpetrating violence settled into service jobs helping people cope. [...] Social service work addresses the needs of individuals reeling from the personal and devastating impact of institutional systems of exploitation and violence. Social change work challenges the root causes of the exploitation and violence. In my travels throughout the United States, I talk with many service providers, more and more of whom are saying to me, "We could continue doing what we are doing for another hundred years and the levels of violence would not change. I meet more and more people who are running programs for batterers who say ,"We are only dealing with a minute number of the men who are violent and are having little impact on the systems which perpetuate male violence." [...] While there is some overlap between social service provision and social change work, the two do not necessarily go readily together. In our violent world, the needs and numbers of survivors are never ending, and the tasks of funding, staffing, and developing resources for our organizations to meet those needs are difficult, poorly supported, and even actively undermined by those with power and wealth in our society. Although some groups are both working for social change and providing social services, there are many more groups providing social services that are not working for social change. In fact, many social service agencies may be intentionally or inadvertently working to maintain the status quo. After all, the non-profit industrial complex (NPIC) wouldn't exist without a lot of people in desperate straits. The NPIC provides jobs; it provides opportunities for professional development. It enables those who do the work to feel good about what we do and about our ability to help individuals survive in the system. It gives a patina of caring and concern to the ruling class which funds the work.

Unlike Kate, by then I’d had a job. In fact, I’d had sixteen jobs, not including the years I worked as a babysitter before I could legally be anyone’s employee. They were janitor’s assistant (humiliatingly, at my high school), fast-food restaurant worker, laborer at a wildlife refuge, administrative assistant to a Realtor, English as a Second Language tutor, lemonade cart attendant, small town newspaper reporter, canvasser for a lefty nonprofit, waitress at a Japanese restaurant, volunteer coordinator for a reproductive rights organization, berry picker on a farm, waitress at a vegetarian restaurant, “coffee girl” at an accounting firm, student-faculty conflict mediator, teacher’s assistant for a women’s studies class, and office temp at a half a dozen places that by and large did not resemble offices and did not engage me in work that struck me as remotely “officey,” but rather involved things such as standing on a concrete floor wearing a hairnet, a paper mask and gown, goggles, and plastic gloves and—with a pair of tweezers—placing two pipe cleaners into a sterile box that came to me down a slow conveyor belt for eight excruciating hours a day.

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.

The charge of heartlessness, epitomized in the remark that William H. Vanderbilt, a railroad tycoon, is said to have made to an inquiring reporter, "The public be damned," is belied by the flowering of charitable activity in the United States in the nineteenth century. Privately financed schools and colleges multiplied; foreign missionary activity exploded; nonprofit private hospitals, orphanages, and numerous other institutions sprang up like weeds. Almost every charitable or public service organization, from the Society for the Prevention of Cruelty to Animals to the YMCA and YWCA, from the Indian Rights Association to the Salvation Army, dates from that period. Voluntary cooperation is no less effective in organizing charitable activity than in organizing production for profit. The charitable activity was matched by a burst of cultural activity—art museums, opera houses, symphonies, museums, public libraries arose in big cities and frontier towns alike. The size of government spending is one measure of government's role. Major wars aside, government spending from 1800 to 1929 did not exceed about 12 percent of the national income. Two-thirds of that was spent by state and local governments, mostly for schools and roads. As late as 1928, federal government spending amounted to about 3 percent of the national income.

up with work I found meaningful. As a young person, I’d explored exactly nothing. Barack’s maturity, I realized, came in part from the years he’d logged as a community organizer and even, prior to that, a decidedly unfulfilling year he’d spent as a researcher at a Manhattan business consulting firm immediately after college. He’d tried out some things, gotten to know all sorts of people, and learned his own priorities along the way. I, meanwhile, had been so afraid of floundering, so eager for respectability and a way to pay the bills, that I’d marched myself unthinkingly into the law. In the span of a year, I’d gained Barack and lost Suzanne, and the power of those two things together had left me spinning. Suzanne’s sudden death had awakened me to the idea that I wanted more joy and meaning in my life. I couldn’t continue to live with my own complacency. I both credited and blamed Barack for the confusion. “If there were not a man in my life constantly questioning me about what drives me and what pains me,” I wrote in my journal, “would I be doing it on my own?” I mused about what I might do, what skills I might possibly have. Could I be a teacher? A college administrator? Could I run some sort of after-school program, a professionalized version of what I’d done for Czerny at Princeton? I was interested in possibly working for a foundation or a nonprofit. I was interested in helping underprivileged kids. I wondered if I could find a job that engaged my mind and still left me enough time to do volunteer work, or appreciate art, or have children. I wanted a life, basically. I wanted to feel whole. I made a list of issues that interested me: education, teen pregnancy, black self-esteem. A more virtuous

Months later, Time magazine would run its now infamous article bragging about how it had been done. Without irony or shame, the magazine reported that “[t]here was a conspiracy unfolding behind the scenes” creating “an extraordinary shadow effort” by a “well-funded cabal of powerful people” to oppose Trump.112 Corporate CEOs, organized labor, left-wing activists, and Democrats all worked together in secret to secure a Biden victory. For Trump, these groups represented a powerful Washington and Democratic establishment that saw an unremarkable career politician like Biden as merely a vessel for protecting their self-interests. Accordingly, when Trump was asked whom he blames for the rigging of the 2020 election, he quickly responded, “Least of all Biden.” Time would, of course, disingenuously frame this effort as an attempt to “oppose Trump’s assault on democracy,” even as Time reporter Molly Ball noted this shadow campaign “touched every aspect of the election. They got states to change voting systems and laws and helped secure hundreds of millions in public and private funding.” The funding enabled the country’s sudden rush to mail-in balloting, which Ball described as “a revolution in how people vote.”113 The funding from Democratic donors to public election administrators was revolutionary. The Democrats’ network of nonprofit activist groups embedded into the nation’s electoral structure through generous grants from Democratic donors. They helped accomplish the Democrats’ vote-by-mail strategy from the inside of the election process. It was as if the Dallas Cowboys were paying the National Football League’s referee staff and conducting all of their support operations. No one would feel confident in games won by the Cowboys in such a scenario. Ball also reported that this shadowy cabal “successfully pressured social media companies to take a harder line against disinformation and used data-driven strategies to fight viral smears.” And yet, Time magazine made this characterization months after it was revealed that the New York Post’s reporting on Hunter Biden’s corrupt deal-making with Chinese and other foreign officials—deals that alleged direct involvement from Joe Biden, resulting in the reporting’s being overtly censored by social media—was substantially true. Twitter CEO Jack Dorsey would eventually tell Congress that censoring the New York Post and locking it out of its Twitter account over the story was “a mistake.” And the Hunter Biden story was hardly the only egregious mistake, to say nothing of the media’s willful dishonesty, in the 2020 election. Republicans read the Time article with horror and as an admission of guilt. It confirmed many voters’ suspicions that the election wasn’t entirely fair. Trump knew the article helped his case, calling it “the only good article I’ve read in Time magazine in a long time—that was actually just a piece of the truth because it was much deeper than that.

It’s not always so easy, it turns out, to identify your core personal projects. And it can be especially tough for introverts, who have spent so much of their lives conforming to extroverted norms that by the time they choose a career, or a calling, it feels perfectly normal to ignore their own preferences. They may be uncomfortable in law school or nursing school or in the marketing department, but no more so than they were back in middle school or summer camp. I, too, was once in this position. I enjoyed practicing corporate law, and for a while I convinced myself that I was an attorney at heart. I badly wanted to believe it, since I had already invested years in law school and on-the-job training, and much about Wall Street law was alluring. My colleagues were intellectual, kind, and considerate (mostly). I made a good living. I had an office on the forty-second floor of a skyscraper with views of the Statue of Liberty. I enjoyed the idea that I could flourish in such a high-powered environment. And I was pretty good at asking the “but” and “what if” questions that are central to the thought processes of most lawyers. It took me almost a decade to understand that the law was never my personal project, not even close. Today I can tell you unhesitatingly what is: my husband and sons; writing; promoting the values of this book. Once I realized this, I had to make a change. I look back on my years as a Wall Street lawyer as time spent in a foreign country. It was absorbing, it was exciting, and I got to meet a lot of interesting people whom I never would have known otherwise. But I was always an expatriate. Having spent so much time navigating my own career transition and counseling others through theirs, I have found that there are three key steps to identifying your own core personal projects. First, think back to what you loved to do when you were a child. How did you answer the question of what you wanted to be when you grew up? The specific answer you gave may have been off the mark, but the underlying impulse was not. If you wanted to be a fireman, what did a fireman mean to you? A good man who rescued people in distress? A daredevil? Or the simple pleasure of operating a truck? If you wanted to be a dancer, was it because you got to wear a costume, or because you craved applause, or was it the pure joy of twirling around at lightning speed? You may have known more about who you were then than you do now. Second, pay attention to the work you gravitate to. At my law firm I never once volunteered to take on an extra corporate legal assignment, but I did spend a lot of time doing pro bono work for a nonprofit women’s leadership organization. I also sat on several law firm committees dedicated to mentoring, training, and personal development for young lawyers in the firm. Now, as you can probably tell from this book, I am not the committee type. But the goals of those committees lit me up, so that’s what I did. Finally, pay attention to what you envy. Jealousy is an ugly emotion, but it tells the truth. You mostly envy those who have what you desire. I met my own envy after some of my former law school classmates got together and compared notes on alumni career tracks. They spoke with admiration and, yes, jealousy, of a classmate who argued regularly before the Supreme Court. At first I felt critical. More power to that classmate! I thought, congratulating myself on my magnanimity. Then I realized that my largesse came cheap, because I didn’t aspire to argue a case before the Supreme Court, or to any of the other accolades of lawyering. When I asked myself whom I did envy, the answer came back instantly. My college classmates who’d grown up to be writers or psychologists. Today I’m pursuing my own version of both those roles.

volunteer labor by individuals who supported themselves with day jobs. However, not everyone has the same day job. Some day jobs provide more resources and free time than others. If these organizations do not collectivize the resources from these day jobs, then a class structure develops in which those with better day jobs have more opportunities to engage and thus control the organization.

Our work for nonprofits begins and ends with love. From the ancient Greek, philo means "loving, fond of, tending to” and anthropos means "humankind" or "humanity" So, Philanthropy is brotherly love for mankind. You are the heart and hands of your community: people, creatures, and the world itself are counting on your success. No pressure.

To radically change society, we must build mass movements that can topple systems of domination, such as capitalism. However, the NPIC encourages us to think of social justice organizing as a career; that is, you do the work if you can get paid for it. However, a mass movement requires the involvement of millions of people, most of whom cannot get paid. By trying to do grassroots organizing through this careerist model, we are essentially asking a few people to work more than full-time to make up for the work that needs to be done by millions.

Be aware of age discrimination. If you are nearing retirement age but still want to work, beware of the difficulties your age may pose. Age discrimination is tough to prove, but many older job seekers know it as a fact of life. To find a job that feels like a good fit—not like something that fit you 20 years ago—you might look for smaller organizations, including nonprofits, that will take advantage of your experience and expertise.

Forever Family Foundation, a nonprofit organization aimed at helping those in grief, particularly parents who have lost children.

[T]wenty-three years ago in Berkeley, California, a group of college students, history majors, threw a party with a medieval theme. Everyone who came had to dress medievally and behave chivalrously. They did their research, learned some authentic dances which they danced to authentic music, served a feast with authentic recipes. And some of the guys put on a display of foot jousting with wooden swords. The winner was crowned king, and he knighted some of the the other fighters. Everyone had so much fun, they did it again. And again. Pretty soon they were a club--and now we're a non-profit, educational, international organization of people who research and selectively recreate the Middle Ages. By selectively, I mean we leave out fleas, dirt, and intolerance.

THRIVEtoday is a nonprofit organization that trains individuals, families, and communities in the nineteen relational skills that transform relationships.

Guess & Co. extends its expertise to organizations, including colleges, universities, and non-profits in rural and neighboring urban communities.

To pursue this quest, I set up Infinity Foundation in 1994, a nonprofit organization to promote dialogue between Eastern and Western schools of thought. Its first projects included investigations in consciousness studies.

According to the nonprofit organization Greenleaf founded, “the key tools for a servant-leader [include] listening, persuasion, access to intuition and foresight, use of language, and pragmatic measurements of outcomes.

About the Bacharach Leadership Group: Training for Pragmatic Leadership™ “Vision without execution is hallucination.”—Thomas Edison The litmus test of pragmatic leadership is results. The Bacharach Leadership Group (BLG) focuses on the skills necessary to lead and move agendas. Whether in corporations, nonprofits, universities, or entrepreneurial start-ups, BLG instructors train leaders in the core competencies necessary to execute change and innovation. At all levels of the organization, leaders must master ideation skills for innovation, political skills for moving change, negotiation skills for building support, coaching skills for engagement, and team leadership skills for going the distance. The BLG approach: 1. ASSESSMENT BLG will assess your organizational challenges and leadership needs. 2. ALIGNMENT BLG will align its training solutions with your organization’s challenges and culture. 3. TRAINING BLG training includes options for mixed-modality delivery, interactive activities, and collaboration with an emphasis on application. 4. OWNERSHIP BLG provides continuous follow-up, access to the exclusive BLG mobile apps library, and coaching. Whether delivering a complete leadership academy or a specific program or workshop, BLG will partner with you to get the results you need. To keep up to date with the BLG perspective, visit blg-lead.com or contact us at info@blg-lead.com.

Having spent so much time navigating my own career transition and counseling others through theirs, I have found that there are three key steps to identifying your own core personal projects. First, think back to what you loved to do when you were a child. How did you answer the question of what you wanted to be when you grew up? The specific answer you gave may have been off the mark, but the underlying impulse was not. If you wanted to be a fireman, what did a fireman mean to you? A good man who rescued people in distress? A daredevil? Or the simple pleasure of operating a truck? If you wanted to be a dancer, was it because you got to wear a costume, or because you craved applause, or was it the pure joy of twirling around at lightning speed? You may have known more about who you were then than you do now. Second, pay attention to the work you gravitate to. At my law firm I never once volunteered to take on an extra corporate legal assignment, but I did spend a lot of time doing pro bono work for a nonprofit women’s leadership organization. I also sat on several law firm committees dedicated to mentoring, training, and personal development for young lawyers in the firm. Now, as you can probably tell from this book, I am not the committee type. But the goals of those committees lit me up, so that’s what I did. Finally, pay attention to what you envy. Jealousy is an ugly emotion, but it tells the truth. You mostly envy those who have what you desire. I met my own envy after some of my former law school classmates got together and compared notes on alumni career tracks. They spoke with admiration and, yes, jealousy, of a classmate who argued regularly before the Supreme Court. At first I felt critical. More power to that classmate! I thought, congratulating myself on my magnanimity. Then I realized that my largesse came cheap, because I didn’t aspire to argue a case before the Supreme Court, or to any of the other accolades of lawyering. When I asked myself whom I did envy, the answer came back instantly. My college classmates who’d grown up to be writers or psychologists. Today I’m pursuing my own version of both those roles.

Fascism talks ideology, but it is really just marketing—marketing for power. It is recognizable by its need to purge, by the strategies it uses to purge, and by its terror of truly democratic agendas. It is recognizable by its determination to convert all public services to private entrepreneurship, all nonprofit organizations to profit-making ones—so that the narrow but protective chasm between governance and business disappears. It changes citizens into taxpayers—so individuals become angry at even the notion of the public good. It changes neighbors into consumers—so the measure of our value as humans is not our humanity or our compassion or our generosity but what we own. It changes parenting into panicking—so that we vote against the interests of our own children; against their health care, their education, their safety from weapons. And in effecting these changes it produces the perfect capitalist, one who is willing to kill a human being for a product (a pair of sneakers, a jacket, a car) or kill generations for control of products (oil, drugs, fruit, gold).

When I was a certified small business and startup mentor for several Non-Profit Organizations (NPOs), after several months I came to realize that most business owners saw websites as "one and done" items rather than as company portals through which valuable and important processes could go through -while concurrently promoting their business online 24/7 through multiple online channels. Set your goals higher and ask yourself "how can we automate what takes up so much of our time and energy" and "how can we learn from and mirror the strategies of larger, more profitable competitors?

Knowing and understanding your organization’s purpose is essential to making important organizational decisions. It’s also a fundamental tool to use when asking for money, recruiting additional board members, hiring and motivating staff, and publicizing your activities. Also, remember that your governing board’s input in developing the mission statement is not an option. Buy-in begins with inclusion!

Everyone, whether an educator, a health care worker, or a domestic violence advocate is working in pseudo-corporate environments where the culture and organization of the market is increasingly encroaching on our lives. Instead of organizers, we have managers and bureaucrats, receptionists and clients. Instead of social change, we have service deliverables, and the vision that once drove our deep commitment to fighting violence against women has be replaced by outcomes.

Electronic Frontier Foundation (eff.org) is the leading nonprofit organization defending civil liberties in the digital world.

The audience for Channel 28, the PBS station in Los Angeles, was demographically perfect for Trader Joe’s. In those days, however, PBS did not accept overt commercials. Alice had been quite active as a volunteer at the station. Through her contacts, we made arrangements to sponsor reruns of shows that tied to Trader Joe’s, such as the Julia Child shows, The Galloping Gourmet, and Barbara Wodehouse’s series on training dogs, which proved very effective! These reruns were not expensive compared with sponsoring first-runs and they had very good audiences. All we got was a “billboard” announcing that Trader Joe’s was sponsoring the show, but this was a cost-effective way of building our presence in the community. Another way we promoted ourselves on public TV was to “man the phones” during pledge drives. Our employees, led by Robin Guentert who was running advertising at that time (Robin became one of the most important members of store supervision after 1982, then President of Trader Joe’s in 2002), would show up en masse at the station. They loved being on TV, and we got the publicity. Promoting through Nonprofits Most retailers, when they’re approached by charities for donations, do their best to stiff-arm the would-be donees, or ask that a grueling series of requirements need to be met. In general they hate giving except to big, organized charities like United Way, because that way they escape being solicited by all sorts of uncomfortable pressure groups. At the very beginning of Trader Joe’s, however, we adopted a policy of using non-profit giving as an advertising and promotional tool. We established these policies: Never give cash to anyone. Never buy space in a program. That is money thrown away. Give freely, give generously, but only to nonprofits that are focused on the overeducated and underpaid. Any museum opening, any art gallery opening, any hospital auxiliary benefit, any college alumni gathering, the American Association of University Women, the Assistance League, any chamber orchestra benefit—their requests got a very warm welcome. But nothing for Little League, Pop Warner, et al.; that was not what Trader Joe’s was about.

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.

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 nonprofit.

The Institute of HeartMath, an internationally recognized, nonprofit research organization that helps people reduce stress, discusses an experiment titled “Local and Nonlocal Effects of Coherent Heart Frequencies on Conformational Changes of DNA.” This study showed that thinking and feeling anger, fear, and frustration caused DNA to change shape according to thoughts and feelings. The DNA responded by tightening up and becoming shorter, switching off many DNA codes, which reduced quality expression. So we feel shut down by negative emotions, and our body feels this too.

This, in turn, only reinforces the unrealistically low assumptions that kicked off the cycle in the first place. And so the cycle repeats itself. Over time, funders expect grantees to do more and more with less and less. These leadership and funding challenges intersect in troubling ways. Nonprofit leaders are typically under relentless pressure to raise money to support existing programs and, if they are truly fortunate, to innovate, improve, and do more. As a result, they’re perpetually in “sell mode,” externally focused and intent on persuading people to contribute their money, time, and influence. Even the most successful nonprofits usually have to raise the funds for each year’s operating budget anew. Their leaders never forget that if they come up short in that effort, the organization’s very existence may be imperiled.

Three years later, when Roosevelt asked O’Connor to run Warm Springs, he responded by converting it into the Georgia Warm Springs Foundation, a nonprofit organization supported entirely by grants and gifts. The foundation spent all of its money caring for visiting polio victims.

- Can you keep secrets? - Yesss. - We are going to make one of the biggest coffeeshops in Barcelona with my boss, Adam. - Realllllly? - This Adam guy is kind of my friend and kind of my boss, but I don't trust him; he is a bad guy. “Bad to the bone.” His father is an even darker figure. I am pretty sure that both have killed before, hired to kill people. - I am from Buenos Airessss. - I understand honey but you don’t know this kind of people, these f…g desert roses. - There are Jewish people in Argentina too. - I am sure, baby, but these are not regular Jewish people, not regular Israeli people. These people are dark. Hocus-pocus. Criminal minds. Do you understand? - I guessss. - There are a lot of criminals in this town. They will try to take our club away, just like the Camorra is taking away other people's clubs. Just like that. Do you understand? - Yessss. - I know them; they are one of my clients. If there is anyone in the world who could make a deal with them, it would be me and Adam. He cannot cross me and I cannot cross him either. I would never do that. I am not sure about him though what is on his mind, I can tell there is something he is orchestrating I just don’t know what exactly, but he is as fishy as Sabrina. The problem is that only my ex-girlfriend knows about my signature on the non-profit organization, which is the base of the coffeeshop, the marijuana grow and the smoker club. Do you understand? - Yesssss. - We are talking about millions of Euros monthly cashflow. Do you understand? - Yesssss. - By telling you everything now, you are becoming my trusted; your life is in danger too if they manage to find a gap between us. Do you understand? - Yesssss. - I'm not sure what they're up to. They owe me already more money than anyone in this town would murder for. Do you understand? - Yesssss. - Now you know about it, too. Sabrina didn't care; she didn't think I would make it happen. She doesn’t know about the place. Only you know about it and us. But she will figure it out somehow; she will try to take your position, slipping between the criminals. Do you know how to play chess? - Not really. - OK then. Imagine this as a throne, these chairs you are sitting on top of. OK. No one can remove you from this throne being my girlfriend, no one can stand between us. No one can take the club away from us. They have no chance. Understand? - Yesss. - As long as you stick with me, she cannot do anything; no one can mess with us. Do you understand? - Yes. Everyone in the world would try to take your place, being my girlfriend, and they will try to push you out from this position, which only me I can give you, with Love. They will tell you lies about me and about themselves who’s club is it. Do you understand? - Yes. But why? - Because Rachel and Tom, the other two founding members of the club, Golan, I signed up with, are Adam's puppets. I don't trust any one of them. If they kill me, they never have to pay me what they owe me already, plus they can keep the 33% of the club which belongs to me. 100% Adam would keep. Do you understand now? - Yessss. - We will pull all the trash out and remodel the place without any permit, under the rug, in secret. - I sssseeee. (Eye. See.)

- Can you keep secrets? - Yesss. - We are going to make one of the biggest coffeeshops in Barcelona with my boss, Adam. - Realllllly? - This Adam guy is kind of my friend and kind of my boss, but I don't trust him; he is a bad guy. “Bad to the bone.” His father is an even darker figure. I am pretty sure that both have killed before, hired to kill people. - I am from Buenos Airessss. - I understand honey but you don’t know this kind of people, these f…g desert roses. - There are Jewish people in Argentina too. - I am sure, baby, but these are not regular Jewish people, not regular Israeli people. These people are dark. Hocus-pocus. Criminal minds. Do you understand? - I guessss. - There are a lot of criminals in this town. They will try to take our club away, just like the Camorra is taking away other people's clubs. Just like that. Do you understand? - Yessss. - I know them; they are one of my clients. If there is anyone in the world who could make a deal with them, it would be me and Adam. He cannot cross me and I cannot cross him either. I would never do that. I am not sure about him though what is on his mind, I can tell there is something he is orchestrating I just don’t know what exactly, but he is as fishy as Sabrina. The problem is that only my ex-girlfriend knows about my signature on the non-profit organization, which is the base of the coffeeshop, the marijuana grow and the smoker club. Do you understand? - Yesssss. - We are talking about millions of Euros monthly cashflow. Do you understand? - Yesssss. - By telling you everything now, you are becoming my trusted; your life is in danger too if they manage to find a gap between us. Do you understand? - Yesssss. - I'm not sure what they're up to. They owe me already more money than anyone in this town would murder for. Do you understand? - Yesssss. - Now you know about it, too. Sabrina didn't care; she didn't think I would make it happen. She doesn’t know about the place. Only you know about it and us. But she will figure it out somehow; she will try to take your position, slipping between the criminals. Do you know how to play chess? - Not really. - OK then. Imagine this as a throne, these chairs you are sitting on top of. OK. No one can remove you from this throne being my girlfriend, no one can stand between us. No one can take the club away from us. They have no chance. Understand? - Yesss. - As long as you stick with me, she cannot do anything; no one can mess with us. Do you understand? - Yesss. - Everyone in the world would try to take your place, being my girlfriend, and they will try to push you out from this position, which only me I can give you, with Love. They will tell you lies about me and about themselves who’s club is it. Do you understand? - Yes. But why? - Because Rachel and Tom, the other two founding members of the club, Golan, I signed up with, are Adam's puppets. I don't trust any one of them. If they kill me, they never have to pay me what they owe me already, plus they can keep the 33% of the club which belongs to me. 100% Adam would keep. Do you understand now? - Yessss. - We will pull all the trash out and remodel the place without any permit, under the rug, in secret. - I sssseeee. (Eye. See.)

The most challenging governance issue always entails ensuring that the organization remains on task, generating profits if a for-profit or fulfilling its mission if a nonprofit. That means maintaining organizational focus, minimizing the potential for malfeasance (wrongdoing on the part of the organization or its leaders), and raising the costs of fraud or theft within the organization.

Your group is decades out of compliance with IRS requirements for nonprofits. Everything I've seen from you suggests your nonprofit is a sham. And Butyl and Dowidge doesn't represent sham organizations." I paused, letting this sink in. "Even if you hadn't been trying to kill Reggie from the moment you first contacted my firm, you're still the worst client I've ever had." As I spoke, Richardson simply stood there, processing everything. "How much trouble are we in with the IRS, exactly?" "A lot," I said. "Though it's hard to say exactly how much. Best-case scenario, they'll dissolve your nonprofit." I shrugged. "When that happens, you'll be getting a bill for back taxes you won't be able to pay, given your nonprofit's annual budget. And the worst-case scenario..." John Richardson leaned forward, hanging on my every word. Excellent. "What is the worst-case scenario?" I waited a beat before answering so my next words would have maximum impact. "Worst-case scenario is the IRS finds that you intentionally withheld taxes you owed. You could face time in jail." There. The closest thing to a mic drop any accountant ever got. I leaned in closer, readying myself for the kill. "Unless, of course, you do exactly what I tell you to do." Richardson narrowed his eyes at me. "And what might that be?" Bingo. This was the part I'd been looking forward to the most. The part I'd practiced in a mirror the night before until I'd gotten the ferocity of my expression just right. "What happens next is you are going to leave Reginald Cleaves alone, forever. If you do that, we will pretend we've never heard of you if the IRS ever comes knocking." I trailed off, letting my words hang in the air for dramatic effect. In the entirety of my time as an accountant, I had never once had the opportunity to do anything for dramatic effect. I could all but feel Reggie looking on, beaming with pride. "If you continue to harass Reggie, however, I tell the IRS everything I know.

In 2005, the Global Language Monitor—a nonprofit organization that does exactly what its name suggests—issued a tongue-in-cheek list of the year's most politically correct words and phrases. Top

Some institutions are combining their buying power by forming purchasing cooperatives, or GPOs, to save costs. These units are also known as cooperatives, buying groups, and purchasing support groups. Generally, the term cooperative is used to describe nonprofit organizations, whereas the term group purchasing describes the relationship among for-profit organizations that pool their purchasing power.

Local power is also the realm of the small nonprofit, church, and civic association. A handful of people, properly organized, can drive enormous changes in a city’s dynamics. I’ll offer yet another example from Portland, Oregon. A group of water-conservation enthusiasts, frustrated at the illegal status of graywater reuse in the city and state, formed an organization called Recode. Although many in the group were young, among them they had built solid relationships with a number of local officials, business leaders, and other key people in the politics of the area. Recode pooled their respective connections to gather together relevant stakeholders, such as health officials, state legislature staff, the plumbing board, and developers. To the surprise of all, everyone at the meeting supported graywater use. So, everyone wondered, what was up? A state legislature staffer in attendance zeroed in on the main obstacle: There was no provision in the state codes for graywater. Legally, all of Oregon’s water fell into one of two categories, potable water or sewage. Since graywater was not potable, it had to be considered sewage. The staffer told them, “So, all we need to do is create a third water category, graywater.” They drafted a resolution doing that, got it to their state representative, and it passed at the next legislative session. After three subsequent years of bureaucratic wrangling and gentle pressure from Recode, graywater use became legal in Oregon. Recode then tackled urban composting toilets as their next target for legalization.

Glenn Hammond Curtiss was a bicycle enthusiast before he started building motorcycles. Although he only attended grammar school to the 8th grade, his interests motivated him to move on to greater things. In 1904, as a self-taught engineer, he began to manufacture engines for airships. During this time, Curtiss became known for having won a number of international air races and for making the first long-distance flight in the United States. On September 30, 1907, Curtiss was invited to join a non-profit pioneering research program named the “Aerial Experimental Association,” founded under the leadership of Dr. Alexander Graham Bell, to develop flying machines. The organization was established having a fixed time period, which ended in March of 1909. During this time, the members produced several different aircraft in a cooperative, rather than a competitive, spirit.

The assumption soon proved wrong. Instead, as critics had warned, more and more of the money flooding into elections was spent by secretive nonprofit organizations that claimed the right to conceal their donors’ identities. Rich activists such as Scaife and the Kochs had already paved the way to weaponize philanthropy. Now they and other allied donors gave what came to be called dark money to nonprofit “social welfare” groups that claimed the right to spend on elections without disclosing their donors. As a result, the American political system became awash in unlimited, untraceable cash.

the James Madison Center for Free Speech, of which Betsy DeVos became a founding board member in 1997. The nonprofit organization’s sole goal was to end all legal restrictions on money in politics. Its honorary chairman was Senator Mitch McConnell, a savvy and prodigious fund-raiser.

International leaders in business, government, and nonprofit organizations whisper behind closed doors about the way visiting Americans live in their own bubbles without having much genuine interaction with their overseas counterparts, much less the locals. One senior foreign policy advisor told Fareed Zakaria of Newsweek, “When we meet with American officials, they talk and we listen—we rarely disagree or speak frankly because they simply can't take it in.”13 Kishore Mahbubani, Singapore's former foreign secretary and ambassador to the United Nations, put it this way: “There are two sets of conversations, one with Americans in the room and one without.”14

Private foundations have very few legal restrictions. They are required to donate at least 5 percent of their assets every year to public charities—referred to as “nonprofit” organizations. In exchange, the donors are granted deductions, enabling them to reduce their income taxes dramatically. This arrangement enables the wealthy to simultaneously receive generous tax subsidies and use their foundations to impact society as they please. In addition, the process often confers an aura of generosity and public-spiritedness on the donors, acting as a salve against class resentment.

then, to present myself as just another immigrant, glad to be in the land where the pursuit of happiness was guaranteed in writing, which, when one comes to think about it, is not such a great deal. Now a guarantee of happiness—that’s a great deal. But a guarantee to be allowed to pursue the jackpot of happiness? Merely an opportunity to buy a lottery ticket. Someone would surely win millions, but millions would surely pay for it. It was in the name of happiness, I told my aunt, that I helped the General toward the next step in his plan, the creation of a nonprofit charitable organization that could receive tax-deductible donations, the Benevolent Fraternity of Former Soldiers of the Army of the Republic of Vietnam.

Back in 2012, the American Board of Internal Medicine Foundation along with Consumer Reports, a highly regarded independent, nonprofit consumer organization, introduced Choosing Wisely,68–77 an initiative to reduce unnecessary medical tests and cut costs. When Choosing Wisely was first announced, nine medical professional organizations published their lists of five tests and procedures that they deemed were unnecessary. Of these forty-five recommendations for unneeded tests, twenty-five (56 percent) were related

Most non-profit organizations are owned from wealthy philanthropists and run from volunteer people who are poor.

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

In Canada, after CBC producer Mary Lynk took the risky step of making the three-hour radio documentary Science under Siege based on some of the ideas contained in this book, a national discussion developed among scientists, journalists, and the public that brought politicians from the three opposition parties to the table to sign the Science Pledge of Evidence for Democracy, a nonprofit organization advocating for public policies to be based on evidence.

How to scale and enter the risen path was largely unknown. It all might begin in darkness, but it cast a shadow that, when viewed from the ground, was too bleak. Demolition was once a question not of “whether, but when,” until one photographer spent a year on the trail documenting what was there. 4 The scenes were “hallucinatory”—wildflowers, Queen Anne’s lace, irises, and grasses wafted next to hardwood ailanthus trees that bolted up from the soil on railroad tracks, on which rust had accumulated over the decades. 5 Steel played willing host to an exuberant, spontaneous garden that showed fealty to its unusual roots. Tulips shared the soilbed with a single pine tree outfitted with lights for the winter holidays, planted outside of a building window that opened onto the iron-bottomed greenway with views of the Hudson River and the Statue of Liberty to the left and traffic, buildings, and Tenth Avenue to the right. 6 Wading through waist-high Queen Anne’s lace was like seeing “another world right in the middle of Manhattan.” 7 The scene was a kind of wildering, the German idea of ortsbewüstung, an ongoing sense of nature reclaiming its ground. 8 “You think of hidden things as small. That is how they stay hidden. But this hidden thing was huge. A huge space in New York City that had somehow escaped everybody’s notice,” said Joshua David, who cofounded a nonprofit organization with Robert Hammonds to save the railroad. 9 They called it the High Line. “It was beautiful refuse, which is kind of a scary thing because you find yourself looking forward and looking backwards at the same time,” architect Liz Diller told me in our conversation about the conversion of the tracks into a public space, done in a partnership with her architectural firm, Diller Scofidio + Renfro, and James Corner, Principal of Field Operations, and Dutch planting designer Piet Oudolf. Other architectural plans proposed turning the High Line into a “Street in the Air” with biking, art galleries, and restaurants, but their team “saw that the ruinous state was really alive.” Joel Sternfeld, the “poet-keeper” of the walkway, put the High Line’s resonance best: “It’s more of a path than a park. And more of a Path than a path.” 10

Women run a majority of nonprofit organizations with budgets under $1 million. But as budgets grow, the ranks of women shrink.

Nearby, towers of bottled water were staged near the runway awaiting distribution. Sure, some bottled water is necessary after a natural disaster, but in general I think it’s one of the least sustainable methods of addressing a water crisis. Once that water was consumed, the bottles simply became mountains of litter covering the already trashed streets of the capital. Without enough bottled water to go around, many earthquake survivors resorted to drinking water from the street gutters. More than one million folks were being exposed to deadly waterborne diseases such as cholera and typhoid. Reusable water filters were what the Haitians needed most. That was exactly where I chose to direct Wine to Water’s response. We partnered with FilterPure, a nonprofit organization out of the Dominican Republic that builds water filters. The filters were ceramic, simple things made much like clay flowerpots. Before the firing process, the clay is mixed with sawdust and a small amount of fine-grain silver. The sawdust burns in the kiln, leaving tiny porous holes for the water to trickle through. The silver mixed throughout kills any bacteria making it through the tiny pores. These pot filters, sitting inside a simple five-gallon plastic bucket, are capable of filtering water for a family of eight to ten people for up to five years. Some folks from FilterPure picked me up at the airport in a truck loaded with filters. Together we started handing them out throughout the city, in refugee camps and at orphanages in the area.

The people running the nonprofits participating in the coalition are not going to support you when you try to blow everything up.

There are many different structures for movement groups. They can be service organizations, nonprofit entities, support groups, religious-based committees, friends who get together, and more. Each structure presents different advantages and disadvantages (and whole books are devoted to this subject4). But what they all share is an ability to act courageously together, grow and recruit new people into their fold, and exert their power to make change.

In addressing a subcommittee of the National Science Board (it oversees the National Science Foundation) charged with reviewing “transformational” science, he remarked: My colleagues and I have studied approximately 175 research organizations on both sides of the Atlantic, and in many respects the Santa Fe Institute is the ideal type of organization which facilitates creative thinking. And here’s a quote from Wired magazine: Since its founding in 1984, the nonprofit research center has united top minds from diverse fields to study cellular biology, computer networks, and other systems that underlie our lives. The patterns they’ve discovered have illuminated some of the most pressing issues of our time and, along the way, served as the basis for what’s now called the science of complexity. The institute was originally conceived by a small group of distinguished scientists, including several Nobel laureates, most of whom had some association with Los Alamos National Laboratory. They were concerned that the academic landscape had become so dominated by disciplinary stovepiping and specialization that many of the big questions, and especially those that transcend disciplines or were perhaps of a societal nature, were being ignored. The reward system for obtaining an academic position, for gaining promotion or tenure, for securing grants from federal agencies or private foundations, and even for being elected to a national academy, was becoming more and more tied to demonstrating that you were the expert in some tiny corner of some narrow subdiscipline. The freedom to think or speculate about some of the bigger questions and broader issues, to take a risk or be a maverick, was not a luxury many could afford. It was not just “publish or perish,” but increasingly it was also becoming “bring in the big bucks or perish.

Business Plan Samples This sample business plan is intended to provide you with a template that can be used as a reference for when you’re hard at work on your plan. It's always easier to write something if you can read an example first, so here's an executive summary example that you can use as a model for your own business plan's executive summary. The Executive Summary is where you explain the general idea behind your company; it’s where you give the reader (most likely an investor, or someone else you need on board) a clear indication of why you’ve sent this Business Plan to them. In the Business Plan section, you will want to get the reader’s attention by letting them know what you do. It’s vitality important to set up a strong foundation and a thorough business plan in the beginning. Nonprofit business plans have several different features and quirks that you’ll need to include to receive funding and having a strong passion to help your community is only a fragment of what it takes to run a not-for-profit organization.