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Organizational excellence depends on a capacity for practicing strategic leadership. This one-page overview describes seven essential elements of strategic leadership—seven areas of performance that determine an organization’s ability to achieve impact.
To achieve significant impact, a nonprofit organization must excel in seven areas of strategic leadership. This tool enables nonprofit stakeholders to assess how well their organization performs in each of those areas and how ready the organization is to scale its work.
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Friends of the Children, a high-performing nonprofit that works with disadvantaged youth across the United States, has turned its statement of support for the Black community into a program of real-world change.
At the Opening Ceremony of the long-delayed Tokyo Olympics, International Olympic Committee president Thomas Bach commended the people of Japan for their perseverance amidst the many challenges of the global pandemic. He then congratulated the athletes for carrying on with their training despite the clouds of uncertainty that shadowed them this past year. “What is […]
The emerging team-of-teams organizational model offers a way to organize people that aligns beautifully with the future of work, minimizing challenges that can arise from remote, dispersed, and digital work practices. One Acre Fund provides a stellar example of how to make the most of this model.
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Bill Meehan and Kim Starkey discuss their book Engine of Impact at an event hosted by the Stanford Center on Philanthropy and Civil Society. John Hennessy, former president of the university, leads the discussion.
Bill Meehan and Kim Starkey explain the “seven essentials”— seven elements of strategic leadership that distinguish high-performing nonprofit organizations.
Bill Meehan and Kim Starkey discuss their book Engine of Impact during Alumni Weekend at Stanford Graduate School of Business (GSB). Jonathan Levin, dean of GSB, leads the discussion.