Stanford Social Innovation Review

Grantees of foundations have little control over which program officer takes their case. Yet program officers make or break grantees’ experiences with foundations. To trigger social change, foundations must give program officers better training, clearer expectations, and regular performance feedback.

Many Iraq War veterans can’t shake the feeling of being constantly imperiled, and their therapists, in turn, may develop traumatic stress symptoms themselves. A new study tells how organizations can protect their frontline providers from psychic distress.

You can learn more from your mistakes than from your successes. Paul Schmitz, president and CEO of Public Allies, gives a sampling of classic foibles of not only social entrepreneurs, but leaders in general.

Five tips for designing workplaces that nurture great ideas.

The most trusted employees cash in on lax internal controls to fleece nonprofits.

Leaders should rethink how they treat their subordinates.

Nonprofits rely heavily on volunteers, but most CEOs do a poor job of managing them. As a result, more than one-third of those who volunteer one year do not donate their time the next year—at any nonprofit. That adds up to an estimated $38 billion in lost labor. To remedy this situation, nonprofit leaders must develop a more strategic approach to managing this overlooked and undervalued talent pool. The good news is that new waves of retiring baby boomers and energetic young people are ready to fill the gap.

Research finds that men in busy jobs are the most likely to donate their time to volunteer.

THE SILENT LANGUAGE by Edward T. Hall

“By paying so much attention to managing their own risks, philanthropists are no longer attending to the marginalized people who risk so much to make change happen,” says Sheela Patel in this First Person.

When it comes to job interviews, presentation tactics—appearance, gestures, postures, flattery, and self-promotion—go farther than you think

Wenfang Shi holds a bioscience degree from one of China’s top five medical schools and worked as an associate professor in immunology at two leading Chinese research universities. But after moving to the U.S. and applying for numerous jobs without getting an interview or even a callback, Shi felt demoralized. Enter Upwardly Global, a nonprofit that places skilled immigrants in jobs worthy of their talents.

Emotional intelligence keys the emergence of group leaders.

Weird management ideas that work.

New York Cares uses volunteers to recruit
and retain other volunteers.

Employee network groups keep minority managers on the job. 

How to deal with corrosive relationships at work.

Beating the heroic leadership trap.

For nonprofits, communication is often a one-way street.