Non-profit management

Jim Collins says that greatness is not a function of circumstance. Greatness, he says, is largely a matter of conscious choice, and discipline. In his 2001 book, Good to Great ¹, Collins articulated the principles he believes differentiate companies that become great from those that do not. In his recently published monograph, "Good to Great and the Social Sectors" ², Collins addresses how these principles of greatness apply to nonprofits. Collins' framework for greatness in the social sectors encompasses five areas:

Background
The cultural sector does not exist in a vacuum. It is being challenged by major demographic, economic, technological, and social factors outside its immediate control. While the commercial arts and individual artists are also struggling to adapt to these changes, for a variety of reasons the nonprofit arts sector has been particularly slow to respond effectively.

The past year has brought forward several thoughtful investigations into the future of nonprofit leadership. Among other commentaries, Investing in Leadership by Betsy Hubbard (Volume 1) and Kathleen P. Enright (Volume 2) — published by Grantmakers for Effective Organizations — and Daring to Lead, 2006, by Jeanne Bell, Richard Moyers, and Timothy Wolfred — published by CompassPoint and the Meyer Foundation — are thoughtful and meaty.

122 pages. Western States Arts Federation (WESTAF), 1743 Wazee Street, Suite 300, Denver, CO 80202, 888-562-7232 or 303-629-1166, staff@westaf.org

2006, 36 pages. The Meyer Foundation, 1400 16th Street, NW, Suite 360, Washington, DC 20036, 202-483-8294, meyer@meyerfdn.org

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   Daring to Lead 2006 (643Kb)

A few years ago, Laura Penn, managing director of Intiman Theatre in Seattle, met me for coffee at the Saint Francis Hotel. I was between sessions of the Independent Sector's (IS) national conference in San Francisco. Laura had never heard of IS and was curious about it. The Independent Sector is a coalition of corporations, foundations, and private voluntary organizations that works to strengthen nonprofit organizations and is committed to advancing the common good in the U.S.

It is very unusual for any urban renewal plan not to include reference to the role that arts organizations and arts buildings can potentially play in regeneration. Most recently, in Hurricane Katrina's wake, both have figured prominently in discussions about the future of New Orleans and Biloxi. But the discussions about arts organizations and those about arts buildings are curiously and uncomfortably divorced.

When I mentioned to an arts funder that I was reading a book called Integrating Mission and Strategy for Nonprofit Organizations she sighed and said we needed to stop using words like strategy. I asked why and she said, "Funders got arts organizations to start using these business words years ago, but nothing has changed. They are not in better shape." The author of the book, James A. Phills, Jr., might suggest the problem was not so much the concept of strategy, but rather a general misunderstanding and misuse of the word itself.

2005, 36 pages. Grantmakers for Effective Organizations, 1413 K Street, 2nd floor, Washington, DC 20005, 202-898-1840, www.geofunders.org

2005, 12 pages. Americans for the Arts, 1000 Vermont Northwest, 6th floor, Washington, DC, 20005, 202-371-2830, www.artsusa.org

In response to the surprising migration of leaders from the business world to the nonprofit arts sector, the author interviewed eighty-two individuals who had made such career changes and asked: What motivated them? How are they doing? What are the long-term benefits and challenges resulting from this influx of new leadership?