You are using an outdated browser. For a faster, safer browsing experience, upgrade for free today.

Loading...

9 principles for governing stewardship

The demands of running a nonprofit can obscure the need to be a part of the community, to fulfill mission.

In his book “Stewardship” Peter Block argues that stewardship is a necessary part of the management mind-set and that it offers a set of design principles on which a range of management practices can be molded.

Block offers the following nine principles for governing on the basis of stewardship:

  • Maximize the choice for those closest to the work. Core workers become involved in the creating of policies and practices affecting their work;
  • Reintegrate the managing and the doing of the work. Management becomes a set of tasks and activities, not a job title;
  • Let measurements and controls serve the core workers. Have the measures designed by those to be measured. Be realistic about predictability;
  • Yield on consistency across groups, and support local solutions. Embrace consistency only when the law, regulations or external demands require it;
  • Service is everything. People are accountable to those they serve;
  • Deglorify management as a job title and demystify the staff functions. Management and staff groups exist primarily to contribute to people doing the core work;
  • End secrecy. Support the idea of full disclosure;
  • Demand a promise.  There is a price to be paid by those given more choice over their work, and that price is a promise; and,
  • Redistribute wealth. The reward systems need to tie everyone’s fortunes to the success of the team, unit and larger organization.

As we celebrate our 36th year, NPT remains dedicated to supplying breaking news, in-depth reporting, and special issue coverage to help nonprofit executives run their organizations more effectively.


Sponsored