The Six Practices of High-Impact Nonprofits

4. Nurture nonprofit networks. Although most groups pay lip service to collaboration, many of them really see other nonprofits as competition for scarce resources. But high-impact organizations help the competition succeed, building networks of nonprofit allies and devoting remarkable time and energy to advancing their larger field. They freely share wealth, expertise, talent, and power with their peers, not because they are saints, but because it's in their self-interest to do so.

5. Master the art of adaptation. All the organizations in this book are exceptionally adaptive, modifying their tactics as needed to increase their success. They have responded to changing circumstances with one innovation after another. Along the way, they've made mistakes, and have even produced some flops. But unlike many nonprofits, they have also mastered the ability to listen, learn, and modify their approach based on external cues -- allowing them to sustain their impact and stay relevant.

6. Share leadership. We witnessed much charisma among the leaders in this book, but that doesn't mean they have oversize egos. These CEOs are exceptionally strategic and gifted entrepreneurs, but they also know they must share power in order to be a stronger force for good. They distribute leadership throughout their organization and their nonprofit network -- empowering others to lead. And they cultivate a strong second-in-command, build enduring executive teams with long tenure, and develop highly engaged boards in order to have more impact.

Forces for Good: The Six Practices of High-Impact Nonprofits; Leslie R. Crutchfield and Heather McLeod Grant; Copyright © 2008 by John Wiley & Sons, Inc. All Rights Reserved. This material is used by permission of John Wiley & Sons, Inc.