دانلود کتاب راهنمای رهبری سازمان غیرانتفاعی

I could have killed my development director. And I don’t mean it the way you think. Julie arrived at a quarterly board meeting. She didn’t look quite right. It was hard not to notice that there was something protruding from her blouse. A heart monitor. She had flown from Los Angeles to Chicago and I had flown in from New York. We had not seen each other in a few weeks. Maybe she mentioned something about a doctor’s appointment, but come on. I was leading a nonprofit trying to save a portion of the world. Who has time for the health and well-being of staff? Clearly not me. I’m sure you’re wondering. Julie is fine. Today, she is a clinical psychologist who no doubt helps clients contend with Type A, oblivious bosses who drive their employees to heart problems. Oh, also, in case you are wondering, the board meeting was a big hit. Julie and I were impressive and on our game—as we usually were. I did get a few comments at the breaks, like “Hey, how’s Julie?” or “Julie looks like the job is taking a toll on her.” “No worries,” I said. And went on to get an A+ on our board meeting presentation. But wow. Who was I? Why did I not tell Julie to turn on her heels and take the next flight home to Los Angeles? I am not insane. I swear. I would never intentionally try to put Julie (or anyone else for that matter) in harm’s way. But nonprofits can cause a person to transform into someone they don’t recognize. Why? Because nonprofits are messy.