Despite a manager’s best efforts or an organization’s noble mission, employees will leave, and that includes the good ones.
Horror stories of data breaches and exposure of sensitive information get the attention of most people, including donors and potential donors to nonprofits. In addition to paving the way to lawsuits or financial liability, such breaches can cause irreparable damage to an organization’s reputation and thus its fundraising ability.
Establishing a cause marketing relationship with a business is not just a fundraising endeavor (not that fundraising doesn’t enter the picture). Getting the venture going is very much a job of selling — selling the for-profit on the benefit it will derive from the partnership, selling donors on the good of the program, maybe even selling people within the nonprofit of joining with a corporate sponsor.
Anyone who has ever watched much American television knows how damaging it can be, to the brain, to the soul, who knows what else.
Anyone who knows anything about grants knows the cardinal rule is to follow the funder’s directions in preparing and submitting the proposal. “But that’s not always a simple as it sounds,” said Barbara Floersch, Executive Director of The Grantsmanship Center, in Los Angeles, Calif. “Sometimes directions are confusing and sometimes they’re sparse, leaving lots of unanswered questions.” What should you do, for example, if the funder provides no instructions for formatting the grant proposal?
With all its benefits, the reach of the Internet can also carry risks, and where there is risk there is usually some kind of insurance to help deal with the damage.
Leadership isn’t always about being liked, and in fact many successful leaders would never come close to winning the Miss/Mr. Congeniality trophy.
In their efforts to comply with the reporting requirements of the Internal Revenue Service (IRS), nonprofits often provide too much information, or they even provide the same information in more places than one. Such duplication can cause problems rather than prevent or solve them, and annoy IRS agents rather than pleasing them.
During the 2014 Association for Healthcare Philanthropy (AHP) International Conference, Theresa Pesch, president of the Children’s Foundation of the Children’s Hospitals and Clinics of Minnesota, stressed the importance of extreme engagement, getting those board members and volunteers involved in a way neither they nor the staff would have thought possible.
The desire that everything go right all the time is a good one, but it can lead nonprofit managers astray. During the 2014 Nonprofit Risk Summit, Diana Del Bel Belluz, of Risk Wise Inc., said there are serious but identifiable traps that leaders fall into that actually destroy risk management rather than enhancing it.