"Is this normal?"
Why I went to Italy with a group of strangers
Adam Jeske
My Method, Your Madness
What are the hardest decisions?
The CEO is the Decision Machine.
And a handful of them will define your tenure.
What CEOs regret the most
Regret has surfaced in my conversations with dozens of CEOs, often unprompted.
Most often, the regret is about a decision. I assumed that meant all sorts of decisions, from strategy to program to capital investments.
But when I dug in a bit, I found something else.
CEOs are four times
Who can (and can’t) the CEO turn to?
This week, I convened a three-day gathering of seven CEOs who lead associations of other nonprofits.
Together, they represent 1,400 member organizations directly, which in turn represent over 50,000 congregations, chapters, and community centers. These are busy people, with large networks.
Why did they come?
I didn’
Why is the CEO role so hard?
No, seriously, I want you to think about it.
You see, this morning I wrote down 25 reasons why the nonprofit CEO role is difficult. Before I share them, let your subconscious stew on the question for a minute.
Because I request that you write and tell me what you
Your organization is not family.
"It's a beautiful thing when your organization is strong in purpose and the staff absolutely believe in the mission and see it as a calling. Many people…will talk about [our organization] as a family. And when you do business with family, we all know that can
Fortune favors the pre-decided.
Sami DiPasquale is looking out over a few buildings nestled between railroad tracks and the Rio Grande in El Paso. He is in the long process of starting a nonprofit called Abara, focused on immigration and people on the border.
Sami has a clear vision, a sense that he has
The CEO job is to be disliked.
Much of what we call “change management” is a way for the CEO to avoid being disliked.
This week, I talk with Jenn Petersen at World Hope International on The Nonprofit CEO Podcast. She was thinking about doing something scary: eliminating their only source of recurring revenue, a child-sponsorship
Trust: use it or lose it.
Nonprofit CEOs are always thinking about money—how to raise it, how to steward it, how to save it, how to raise it. (Yes, many seem to think twice as much about how to raise it as the other dynamics.)
But money isn’t the most important currency in your