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PurposeWhereas the strength of most for‐profit enterprises is their management practice, a Bridgespan survey showed that non‐profits are best in visionary leadership, but often significantly under‐managed. This paper aims to describe how a few charismatic leaders recognize the crucial importance of improving their management capabilities so the organization will deliver great results over time.Design/methodology/approachExamples of five leading non‐profits are presented to show how management strengths can be added.FindingsKey points learned by successful non‐profits are: understand the tension between leadership and management; get strategic clarity to make it easier to see how to achieve the desired impact by setting priorities, establishing performance measures, and making tradeoffs; anchor strategic clarity in a few key metrics, to keep everyone focused; build and align the team; and actively manage the change process.Practical implicationsImplementing this agenda in the context of nonprofit leadership is difficult. A framework is offered that illustrates the shift that many non‐profits need to work through in order to become a high performing organization.Originality/valueWhen asked, non‐profit leaders profess that visionary leadership (with a compelling case for a cause) drives fundraising and recruitment of volunteers. But their management to deliver long‐term results is not as strong. Organizations must find a balance, with the goal of becoming both strongly led and strongly managed. |
