Managing the non-profit organization: practices and principles

The mission comes first: and your role as a leader : The commitment

Leadership is a foul-weather job

Setting new goals—interview with Frances Hesselbein

What the leader owes—interview with Max De Pree

Summary: the action implications

From mission to performance: effective strategies for marketing, innovation, and fund development : Converting good intentions into results

Winning strategies

Defining the market—interview with Philip Kotler

Building the donor constituency—interview with Dudley Hafner

Summary: the action implications

Managing for performance: how to define it; how to measure it : What is the bottom line when there is no “bottom line”?

Don’t’s and do’s—the basic rules

The effective decision

How to make the schools accountable—interview with Albert Shanker

Summary: the action implications

People and relationships: your staff, your board, your volunteers, you community : People decisions

The key relationships

From volunteers to unpaid staff—interview with Father Leo Bartel

The effective board—interview with Dr. David Hubbard

Summary: the action implications

Developing yourself: as a person, as an executive, as a leader : You are responsible

What do you want to be remembered for?

Non-profits: the second career—interview with Robert Buford

The woman executive in the non-profit institution—interview with Roxanne Spitzer-Lehmann

Summary: the action implications.