 | |
| Fantastic! RT : Tom Waits Reads Bukowski; Bill Murray Reads Wallace Stevens; & More: |
| |
| |
| RT : New on our blog: Council of NJ Grantmakers President Nina Stack on long-term recovery: |
| |
| |
| You too! RT : Great tweeting |
| |
| |
| Karen Hein shares illuminating story of her high point as fdn CEO, hiring successor, why she left for new type of leadership |
| |
| |
| "Obsess about the human architecture of the organization," Chip Edelsberg, Jim Joseph Fdn |
| |
| |
| "Foundation CEOs must honor but go beyond personal relationships with the board," Fay Twersky |
| |
| |
| 3 themes from foundation CEO research: board relationships, organizational culture, impact |
| |
| |
| Fay Twersky morphed into Charlie Rose to ask fdn CEOs about greatest successes + failures, most impt lessons |
| |
| |
| Fay Twersky started a quest to learn about philanthropy leadership and found nothing specific to foundation CEOs |
| |
| |
| Every board must have serious discussions of consolidation + partnerships. Who is your org's white knight? Mario Morino |
| |
| |
| We do this. We do that. Have to catch ourselves as funders. We don't DO the work. Humility... Denise Zeman |
| |
| |
| To call yourself a learning organization requires budget lines for staff & board development: Denise Zeman |
| |
| |
| Great case study of shows value of LT, flexible, iterative funding in building impact sustained by grantees |
| |
| |
| Funder types: capacity builders (=ambulance chasers), knowledge builders, impact investors: Dan Cardinali |
| |
| |
| Bring kids stress levels down, then they can accomplish all sorts of things: Dan Cardinali |
| |
| |
| MT : We need mindshift in funders. No magic potion. Must invest in overhead, great leadership in NPOs to survive turbulence |
| |
| |
| This means large, multi-year grants; no more overhead haggling; investments in growth capacity: Mario Morino |
| |
| |
| Funders must invest in good to great leadership, in nonprofit management capacity to fulfill mission: Mario Morino |
| |
| |
| Ripped from the headlines. Mario Morino lays down the gauntlet as context for the tough love of performance evaluation |
| |
