Do More: Post #9: Practice #5--Lead Adaptively

Practice #5: Lead Adaptively. Adaptive Leadership emerged from the Kennedy School at Harvard (Heifetz and Linsky). Their theory is to figure out which behaviors will get an organization to the future they want, conduct experiments, and incorporate best findings into practice within the organization. Catalytic donors are these kinds of active experimenters who will add substantially to the future of any community.

Do More: Post #8--Practice #4: Empower the People

Practice #4: Empower the People. If you want to change something for people, ask PEOPLE what they need! The person most informed on any issue is the person closest to it. Unfortunately, when organizations want to help people, they rarely ask them what they need or want. Catalytic donors ask and listen.

Do More: Post #7--Practice #3: Forge Nonprofit Peer Networks

Practice #3: Forge Nonprofit Peer Networks. Often nonprofits view one another as competitors for donors. They often view school systems and politicians as barriers to change, and the list goes on. Fact is—it takes a community to grow a child. When donors, nonprofits, politicians, and governments get engaged and in synch, big things happen. The authors offer stories about how this works. In particular, they demonstrate how a collaborative effort of many diverse socially catalytic entities changed the HS graduation rates in Cincinnati.  Forging partnerships and requiring accountability for everyone involved are the keys to success.