Associate Director Jill Macauley defines best practices for how leadership transition, whether planned or unexpected, can be directed with a sure hand and a proven plan of action.
Most leaders of nonprofit organizations would agree that there are never enough hours in the day to get their work done. And so the idea of committing a significant amount of time, money and energy to developing a strategic plan is often regarded, at best, as a necessary evil.
Read what history and experience taught us about the impact of strategic planning.
Being an internal candidate for a promotion to a leadership position can be a double-edged sword.