With support from the Meyer Foundation, Georgetown University's Center for Social Impact Communication conducted best practice research on nonprofit storytelling and offered a series of workshops to train nonprofit leaders in developing more effective stories with greater impact. The culminating publication aims to fill the existing storytelling resource gap by providing examples of good, compelling stories that have had measurable outcomes for organizations, along with a step-by-step strategy for creating and sharing these stories—one that’s particularly geared toward smaller organizations.
The two previous studies in the series, released in 2001 and 2006, found that three-quarters of executives planned to leave their jobs within the next five years and that finance, fundraising, and weak boards contributed to burnout and turnover. The most recent study, Daring to Lead 2011, was conducted in the aftermath of a deep recession that continues to have a profound impact on nonprofits and their leaders.
The current economic situation has only intensified the ever-present need of executives of small and mid-sized nonprofits to find cost-effective ways to reduce overhead costs. According to a new report released by the Meyer Foundation and the Management Assistance Group (MAG), outsourcing is a promising strategy for these nonprofits to meet their back-office needs, but there are many barriers that prevent outsourcing success.
Imagine having expenses of $2,000 and take-home pay of $2,100 every month. You are living hand to mouth in good times. Then your employer cuts your hours by 30 percent to keep its business afloat. If you have some money in the bank—an operating reserve—you can survive.
A skilled, committed, and diverse pool of next generation leaders would like to be nonprofit executive directors in the future, according to a national survey of nearly 6,000 next generation leaders. However, the survey also finds that there are significant barriers: work-life balance, insufficient life-long earning potential, lack of mentorship and overwhelming fundraising responsibilities which may prevent many younger nonprofit staff from becoming executives.
Relentless fundraising pressure, weak boards of directors, low salaries, and lack of management support are causing many executive directors of small to mid-sized nonprofit organizations to leave their jobs. Daring to Lead 2006, a study based on a survey of nearly 2,000 executive directors in eight metropolitan areas throughout the U.S., reports that three out of four nonprofit executive directors are likely to leave their jobs within the next five years.