AT THE CROSSROADS
NOT–FOR–PROFIT LEADERSHIP STRATEGIES FOR EXECUTIVES AND BOARDS
At the Crossroads is an indispensable guide to the complex art of nonprofit leadership, written by one of the true luminaries in this field.
This volume succinctly captures the insights Philip Coltoff gained from nearly twenty–five years of leadership at The Children′s Aid Society of New York City. Here, Coltoff shares his observations and advice about everything from growing your fundraising and working with volunteers, to the role of technology in your nonprofit′s success and making your nonprofit more visible.
Offering wise lessons for all nonprofits in good times and bad, At the Crossroads arrives as the American economy gropes slowly toward recovery and the Great Recession continues to exact painful costs, most of all for people in despair. Its balanced perspective stresses leadership over technical challenges, as well as person–centeredness in the whole agency, from board to staff to clients.
The seminal book every not–for–profit leader must read, At the Crossroads illuminates the important lessons Coltoff has learned along the way and reveals the nature of authentic leadership in the multifaceted world of nonprofit management.
Chapter 1 Governance and Administration.
Role of The Board.
Chapter 2 Role and Responsibility.
Growing Your Fundraising
Working with the Board and Staff.
The Social Safety Net.
Chapter 3 Serving the Entire Community.
How Location and Demography Affects Funding.
Broadening Your Service Base.
Serving the Community.
Chapter 4 The Public Image of the Not–for–Profit.
Making Your Not–for–Profit Visible.
Outcomes and Results.
The Media and the CEO.
Chapter 5 The Social Work Professional— Manager and CEO.
The Church, Immigration, and the Beginning of Social Services.
The Social Service Profession Evolves.
Managerial Roles in Social Services
Chapter 6 Programs and Priorities.
Creating an Effective Mission Statement.
How Changes in Vision Affect Your Mission.
Chapter 7 Public Policy and Government Relations.
Bridging the Gap between Independence and Advocacy.
Essential Steps to be an Advocate.
Advocacy and Politics—Do They Mix?
Chapter 8 Lessons in Leadership.
What Makes an Effective Leader?
The Adaptive Leader.
What Makes Leaders Successful.
The Role of the Manager.
Chapter 9 The Board and the CEO.
The Board of Directors.
Chapter 10 Raising Money, Managing Budgets, Building Relationships, and Thinking Ahead.
Not–For– Profits, Donors, and Funds.
Chapter 11 Evaluation, Human Resource, Staff Training, and Development.
The Evaluation Process.
The Theory of Change.
The CEO, Evaluation, and Human Resources.
Responsibilities of the Human Resources Department.
Staff Training and Development.
Chapter 12 The Age of Technology.
The Importance of Technology.
Chapter 13 Volunteers and Voluntarism.
The Growth of Volunteerism.
Relationship between Volunteers and Management.
Chapter 14 International Social Welfare and the Role of the University.
The Not–for–Profits Increasing International Presence.
Universities Expanding Involvement.
Chapter 15 Succession and Retirement.
Who I Was and Who I am Now.
The Effects of Retirement on the CEO.
About the Author.