Guest post by Malik S. Nevels, J.D., Executive Director, Illinois African American Coalition for Prevention

Are you changing the game? How do you balance organizational legacy with the need to grow, adapt, and transform? What organizations are effectively tackling issues big enough to matter yet small enough to change? When is it ok to fail? 

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Guest post by Phil Buchanan, president of The Center for Effective Philanthropy

This is the third in a series of six blog posts, which were originally featured on the CEP Blog.

Beating up on the label “nonprofit” has become an almost reflexive habit of those speaking and writing about the sector.

“Anyone who has thought about it for more than a nanosecond agrees that ‘nonprofit’ is about the worst possible summary we could give of ourselves and our work,” writes Harvard Business Review blogger Dan Pallotta, crediting Harvard Business School (HBS) Professor Allen Grossman for noting that the sector “suffers from the distinction of being the only sector whose name begins with a negative.” (I had Professor Grossman as a second-year MBA student at HBS and he is an outstanding professor, who I respect greatly and stay in touch with to this day. But I disagree with him when it comes to the way he views the sector and the comparisons he draws to business.)

In a much more constructive spirit than Pallotta’s, Peter Hero, former president of the Silicon Valley Community Foundation, has also argued that the term “nonprofit” is problematic because of what it conveys.

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From information retention to donor relations to human resources, all organizations operate with risk. Effective ones have strategies to mitigate risk. Read Diana’s blog to discover how you can be better prepared for the challenges ahead.

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