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|a 658.4/092
|2 23
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|a UAMI
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|a Wiley.
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|a Joan Garry's Guide to Nonprofit Leadership.
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|a Somerset :
|b John Wiley & Sons, Incorporated,
|c 2017.
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| 300 |
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|a 1 online resource (251 pages)
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| 336 |
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|a text
|b txt
|2 rdacontent
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|a computer
|b c
|2 rdamedia
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|a online resource
|b cr
|2 rdacarrier
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|a Print version record.
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|a Joan Garry's Guide to Nonprofit Leadership -- Contents -- Acknowledgments -- Introduction -- Chapter 1: The Superpowers of Nonprofit Leadership -- A Quiz -- Superman? -- Spiderman? -- Gumby? -- Kermit? -- You're Not on Top of Anything -- Power and Authority -- What Do I Do With All This? -- Superman Tendencies -- Spiderman Tendencies -- Gumby Tendencies -- What Was This Quiz Really About? -- The Five Key Superpowers -- The Real Power of Leadership -- Chapter 2: You've Got to Get Me at Hello -- Tell Me About Your Organization -- In the Lobby-The Mission Statement -- In the Elevator-The Pitch -- Step Off the Elevator and Work the Room -- Doin' What Does Not Come Naturally -- Don't Assume -- Don't Give Me a List -- Don't Lead with Your Vision -- Someone to Root For -- Struggle or Conflict -- Empathy -- How Is Your Organization Working to Solve This Problem? -- Evidence of Forward Motion with New Goals -- Two More Examples for Emphasis -- FedEx -- In My Own Backyard -- Practice, Kid, Practice -- Chapter 3: Co-Pilots in a Twin-Engine Plane -- The Ideal Board Chair Profile -- Recruiting the Ideal Board Chair -- The Five-Star Board Chair Checklist -- The Telltale Signs of Wrong -- Playing the Hand You Are Dealt -- Get It Right From the Start -- The Partnership in Action: the Devil Is in the Details -- Build the Board -- Three Tips on ``How ́́ -- Feed the Board -- Holding the Board Accountable -- Here's What They Signed Up For -- Put It All Together and What Have You Got? -- Chapter 4: The Key Is Not in the Answers. It's in the Questions. -- The Power of Deleting a Word -- The Power of Inquiry -- We're All in This Together -- I Don't Have All the Right Ingredients! -- Start at the Very Beginning -- A Mission Sniff Test -- What Success Looks Like -- Step 1: Assembling a Strategy Working Group -- Step 2: Checking Under the Hood.
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|a Step 3: Attacking the Big Strategic Questions -- Step 4: Putting a Stake in the Ground -- Big Dreams, Big Challenges, and Small (No) Budget -- Ten Final Words of Advice-Keep Them Handy -- Chapter 5: You Can Do This -- I Just Can't -- Fundraising Is ``Terrifying?́́ -- My Friends Will Be Mad at Me -- Yes You Can -- Yes, You Will Screw It Up -- Case Study: Girl Scouts and Those Damned Thin Mints -- How Can the Board Take the Lead on Fundraising? -- Building a Culture of Fundraising in Your Organization -- Saving the Most Important Lesson for Last -- Chapter 6: Managing the Paid and the Unpaid: (Or, I Came to Change the World, Not Conduct Evaluations) -- Managing in 3-D -- Having a Voice in Decision Making -- Ownership of the Work -- The Missing Piece: Clearly Defined Roles and Goals -- Roles -- Goals -- And What About the Not-Paids? -- The Clash of the Type A's -- Group, Team, or Family -- Retreats Are Nonnegotiable -- My Retreat Recipe -- (1) Team Building/Ice Breaker -- (2) Share the Vision -- (3) Bring the Work to Life -- A Few Words from the Leader -- Assess How the Group Works -- A Time to Exhale -- Appreciation -- Clear Actions and Follow-Up -- Keeping the Keepers on the Bus -- Supervising and Evaluating the Executive Director -- Two Things Everyone in Your Organization Wants -- Chapter 7: When It Hits the Fan -- How Are We Defining Crisis? -- When the Light at the End of the Tunnel Is an Oncoming Train -- Building a Crisis Management Plan -- Phase I: What's the Worst Thing that Could Happen? -- Phase II: What's the Worst Headline You Could See About Your Organization on the Front Page of The New York Times? -- Phase III: What Assumptions Will Be Made? -- Phase IV: Outline a Process -- So Now You Are All Set for When It Hits the Fan, Right? -- Is a Crisis Preventable? -- What Crisis Management Should Look Like.
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|a The Most Common Nonprofit Crisis: Financial Crisis and Layoffs -- The Main Thing -- Chapter 8: Hello, I Must Be Going: (Or, Navigating Leadership Transitions) -- Scenario Number One -- Scenario Number Two -- So Are These Folks Good at Their Jobs? -- Board Leadership Gone Awry -- The Autocrat -- Board Chair on Steroids -- Symptoms -- Challenge -- Antidote -- The Weakest Link -- Symptoms -- Challenges -- Antidote -- Staff Leaders Who Aren't Leading -- The Five-Alarm Blaze -- Symptoms -- Challenges -- Antidote -- Toast -- Symptoms -- Challenges -- Antidote -- The Founder (The One Who Sticks Around Too Long) -- Symptoms -- Challenges -- Antidote -- The Five-Star Staff Leader Who Calls It Quits -- An E.D. Contract -- The On-Deck Circle -- Building the Farm Team -- Chapter 9: You Are the Champions -- Bibliography -- Index -- End User License Agreement.
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| 590 |
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|a ProQuest Ebook Central
|b Ebook Central Academic Complete
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| 650 |
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|a Nonprofit organizations
|x Management.
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| 650 |
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|a Boards of directors.
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|a Leadership.
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|a Leadership
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|a Associations sans but lucratif
|x Gestion.
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|a Conseils d'administration.
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|a Leadership.
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|a Boards of directors
|2 fast
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| 650 |
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|a Leadership
|2 fast
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| 650 |
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|a Nonprofit organizations
|x Management
|2 fast
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| 776 |
0 |
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|i Print version:
|a Wiley.
|t Joan Garry's Guide to Nonprofit Leadership.
|d Somerset : John Wiley & Sons, Incorporated, ©2017
|z 9781119293064
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| 856 |
4 |
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|u https://ebookcentral.uam.elogim.com/lib/uam-ebooks/detail.action?docID=4816489
|z Texto completo
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|b YANK
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