Doing More with More: Putting Shared Leadership into Practice
An article on a 2-year learning community, from 2008 to 2010, in which leaders of 27 California civic participation nonprofits tried shared leadership. It reports results, such as 78 percent of participants growing their ability to develop staff as leaders. It names 4 preconditions: senior commitment, upfront planning time, sound basic management and clear accountability. It then describes 4 areas of change: leader mindsets and roles, structure, decision processes and culture.
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How to cite
Michael Allison, Susan Misra, Elissa Perry (2011). Doing More with More: Putting Shared Leadership into Practice. Nonprofit Quarterly. https://nonprofitquarterly.org/doing-more-with-more-putting-shared-leadership-into-practice/
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A short article with 5 findings from co-directors who share the top job. Shared leadership reflects mission and identity. It becomes an ethos across the whole organisation, seen in practices like narrow pay ratios. It can mean more work while cutting the isolation of a solo leader. Co-leaders must manage when they speak for themselves or as a unit, including with funders who expect one contact. It depends on trust between partners.
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The Matrix Map
An article setting out a 4-step method for judging programmes and fundraising activities on both mission impact and profitability. Teams list every business line, score impact on a 1 to 4 scale, work out whether each line makes a surplus or needs a subsidy, then plot the results on a grid. The 4 quadrants, Stars, Hearts, Money Trees and Stop Signs, guide what to grow, contain, nurture or close.
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