How can nonprofits successfully navigate the transition from a traditional direct-service role to advocate for systems-level change? This post describes key conditions for effective advocacy.

Developing sound strategy is not enough -- strategic priorities must be translated into action. Here are four lessons from one client's experience moving from strategy to success.

How foundations and other capacity builders are using a three-phase process of education, assessment, and exploration/negotiation to support nonprofits in implementing collaborative strategies.

Nonprofits have never had so much to do with so much at stake, so we understand the impulse to respond and act quickly. But we also know that the wrong shortcut can put you on a road to nowhere. That's why it is critically important to balance action orientation with the thinking and preparation to give strategic direction to that action.

Identifying — and using — a competitive advantage is not about “winning” against other nonprofits in the field. It is a strength-based approach to strategy development, ensuring that your organization puts its best foot forward on behalf of its mission and those it exists to serve. This post draws from real examples to show how strategy can be about leveraging or deepening an existing competitive advantage, creating one where none could be identified, or combining strengths with another organization to further mutual goals.

Client Experiences with the “Three-Committee” Board Structure
Streamlining your board committees can result in reduced demands on board members and staff, closer ties to board leadership, and more intentional links between committee work and board agendas. But there's more to it. In this post, we caught up with three nonprofit leaders to learn from their experiences with the "three-committee" structure and what it has meant for their organizations — including its place as a part of larger efforts around board development and effectiveness.

On this morning I am writing to offer my solidarity with you and with all our clients and colleagues in the field. We will not give up, we will just work harder.

In this interview, Anne Wallestad, President & CEO of BoardSource, talks with us about the organization's strategic direction, what it is learning, and its new initiatives to strengthen and support nonprofit leaders.

In the second installment of this two-part interview, Hostelling International USA CEO Russ Hedge speaks with us about the organization's transformative experience of unification and leadership lessons learned.

HI USA is a nonprofit whose purpose is to inspire a genuine understanding of people, places, and cultures to create a more tolerant world. In this interview, CEO Russ Hedge speaks with us about his organization’s transformative experience of restructuring, leadership lessons, and the value of advocacy.