Friday, December 14, 2007

The Six Practices of High-Impact Nonprofits

Here's another great article from Fast Company's annual issue on Social Capitalists. The article is taken from a book called Forces for Good, by Leslie Crutchfield and Heather Grant.

First, an excerpt...

The secret to success lies in how great organizations mobilize every sector of society -- government, business, nonprofits, and the public -- to be a force for good. In other words, greatness has more to do with how nonprofits work outside the boundaries of their organizations than how they manage their own internal operations. Textbook strategies like relentless fundraising, well-connected boards, and effective management are necessary, of course, but they are hardly sufficient. The high-impact nonprofits we studied are satisfied with building a "good enough" organization and then spending their time and energy focused externally on catalyzing large-scale systemic change. Great organizations work with and through others to create more impact than they could ever achieve alone.

I feel the same way about Neighborhood Church. Systemic change is the goal. So often we spend so much of our time trying to build an excellent organization, when sometimes a "good enough" organization is all that we need, so long as that "good enough" organization influences society.

No comments: