Impact Resources
Articles
Your Engine of Impact: Organization and Talent
A nonprofit organization is only as good as its people—and its people can be only as good as the organizational structure and culture that leaders create for them. The fifth article in an eight-part series.
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Your Engine of Impact: Insight and Courage
Great nonprofit organizations start with a profound insight—a vision of how social change can come about. They also need courage to translate that insight into reality. The fourth article in an eight-part series.
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Your Engine of Impact: Mission
A nonprofit organization exists to fulfill its mission—and its mission, as encapsulated in its mission statement, will ideally ensure that it stays on course. The first article in an eight-part series.
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Your Engine of Impact: Strategy
Every nonprofit organization needs a strategy—a planned set of actions that will enable it to achieve the all-important mission that provides its reason for being. The second article in an eight-part series.
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Your Engine of Impact: Scaling
The ultimate purpose of many (though not all) nonprofit organizations is to achieve impact at scale—but first they must “earn the right” to scale up their operations. The eighth article in an eight-part series.
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Your Engine of Impact: Impact Evaluation
Impact evaluation enables a nonprofit organization to know whether its strategy is working and whether the organization is achieving its mission. The third article in an eight-part series.
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Filling Essential Gaps in Nonprofit Leadership
Most nonprofits fall short in key areas of performance—areas such as impact evaluation, funding, and board governance. But stakeholders who operate at a systems level can help solve this problem.
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Four Ways Nonprofits Can Increase Their Impact
Insights drawn from an interview with Bill Meehan and Kim Starkey point toward ways that nonprofit organizations can meet the challenge of the coming Impact Era.
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Engine of Impact: Essentials of Strategic Leadership in the Nonprofit Sector
An excerpt from Engine of Impact addresses a vital question for the social sector: How can nonprofit organizations apply concepts from business strategy to the way that they structure and plan their work?
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