Reward NFPs for what they get done - not for how little they spend.
How many of us have been caught up in old and unrealistic thinking when it comes to charities? Why shouldn't those doing the most good in our communities adopt business models that make "for-profits" successful? Why do we make the assumption that investment is right in for profits but not ok in not-for-profits?
Again, following my recent attendance at the IoD conference in Auckland, I was inspired by this visionary talk from activist and fundraiser Dan Pallotta who calls out the double standard that drives our broken relationship to charities. Too many nonprofits, he says, are rewarded for how little they spend — not for what they get done. Instead of equating frugality with morality, he asks us to start rewarding charities for their big goals and big accomplishments (even if that comes with big expenses). In this bold talk, he says: Let's change the way we think about changing the world. I recommend this as essential viewing for all of us as donors, those involved in the charitable or community sector in NZ and as necessary information for NFP board members and CEOs.
Open Studio Week-ends in 2012 and 2018 at Northwest Connecticut Arts Council
7 年Well Said! You said it!
Enjoy life, it’s the only one you have!
7 年Great PR can make a loser look good.
Strategic and visionary leader with experience in non-profit and higher education environments.
7 年This philosophy is one that has always eluded my understanding. Maybe it is my business education coming out or maybe my handle on the lost art of common sense but for too long most individuals and NFP organizations have operated under a false narrative which in my opinion has stunted success and growth. The idea that you 'have to spend money to make money' has often been seen as a correlation to poor financial stewardship when in reality, sometimes being a good steward means you have to spend money. In my experience most view poor financial stewardship as a series of intentional and sometimes even deceptive decisions (which in some cases can be true) but more often the reality is that it is the unintentional result of the intersection of poor strategy, execution, and communication. These three factors are paramount in how financial stewardship is perceived and the difference between the success and failure of everything from a single initiative to an entire organization.
Account Manager - Ecolab Life Sciences | BEng (Hons) in Chemical Engineering | Digital Transformation & MES | GMP Requirements | Contamination Control
7 年A charity (council) to defend charity? Where is the world going... of charities really worked as charities most of world problems would've been sorted..
Head of Tax Advisory @ Compound Planning
7 年Marisa DeClue, thought you'd like this!