NR

On November 27, 2007, Mark Everson was removed as CEO of The American Red Cross after it was learned he was having an adulterous relationship with a subordinate. With Everson ousted, the Red Cross began an executive search to find a new leader – it’s fifth CEO in the past six years. Sadly, the image of the Red Cross had already been tainted from organizational failures after 9/11 and Hurricane Katrina. In both cases, allegations of financial impropriety rocked the charity and led to the dismissal of top leaders.

Shortfalls of non-profit leadership may dominate media attention, but they should not be allowed to overshadow the profoundly positive influence of thousands upon thousands of upstanding charitable and humanitarian organizations. In its December 2007 issue, Fast Company did its part to raise awareness of the social good done by not-for-profit entities by recognizing 45 "world-changing non-profits." The organizations highlighted on the list benefit the global community and the neighborhoods we live in by:

• Creating jobs through microlending
• Providing medical care to treat curable diseases
• Combating hunger by giving out foodstuffs and clean water
• Building affordable housing for low-income families
• Initiating mentoring programs for at-risk youth
• Championing energy conservation and efficiency
• Giving shelter to victims of domestic violence
• Rehabilitating men and women with a history of substance abuse

In addition to honoring top non-profit companies, Fast Company examined their key leadership attributes with an excerpt entitled "The Six Practices of High-Impact Nonprofits" from the book Forces for Good by Leslie R. Crutchfield and Heather McLeod Grant. The following is a summary of the authors’ main ideas of the qualities distinguishing world-changing non-profit leadership.

Advocate and Serve
The most influential non-profits are not content with the success of a lone program – they are trying to revolutionize broken systems. Forever appealing to a broader audience, the best non-profits lobby legislators and campaign tirelessly to advocate their positions.

Make Markets Work
The most powerful non-profits do not depend solely upon the benevolence and deep pockets of donors. Instead, they position themselves so that market forces propel them forward. As Crutchield and McLeod Grant write, "Tapping into the power of self-interest and the laws of economics is far more effective than appealing to pure altruism."

Inspire Evangelists
Some organizations are hard pressed to get buy-in from their own employees. World-changers have a hard time understanding how anyone, anywhere could fail to be inspired by their cause. The best non-profits never rest. Fueled by a sense of urgency, they zealously enlist outsiders in their vision.

Nurture Non-profit Networks
Non-profit world-changers do not subscribe to the scarcity mindset. On the contrary, they ceaselessly look to forge partnerships with like-minded companies. Understanding the principles of synergy, they are open-handed with talent and resources. Quick to share, they soon reap the benefits of reciprocity.

Master the Art of Adaptation
World-changers don’t allow vision to be handcuffed by methods. They have big problems to solve, and they attack them with creative persistence. If one strategy isn’t working, it’s quickly discarded so that another can be tested.

Share Leadership
The top non-profits are tacking issues bigger than themselves. Perhaps for this reason, their leaders share power better than most. Whether heaping praise on partners or empowering their teams, leaders of world-changing organizations are refreshingly egoless. Mindful of the magnitude of their vision, they make a point to train successors who can steer the ship after they are gone.

Read the complete article from Fast Company: "The Six Practices of High-Impact Nonprofits" written by Leslie R. Crutchfield and Heather McLeod Grant. Search to see Fast Company‘s list of 45 world-changing non-profits.

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