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 <title>Effective board recruitment, Part 1</title>
 <link>http://www.philanthropyjournal.org/resources/managementleadership/effective-board-recruitment-part-1</link>
 <description>Identifying and recruiting the right board members for your nonprofit takes a lot of hard work behind the scenes, but the right recruitment plan can yield a committed and effective board. &lt;p&gt;&lt;a href=&quot;http://www.philanthropyjournal.org/resources/managementleadership/effective-board-recruitment-part-1&quot;&gt;read more&lt;/a&gt;&lt;/p&gt;</description>
 <comments>http://www.philanthropyjournal.org/resources/managementleadership/effective-board-recruitment-part-1#comments</comments>
 <category domain="http://www.philanthropyjournal.org/taxonomy/term/3">Management/leadership</category>
 <pubDate>Fri, 20 Jan 2012 05:31:30 -0500</pubDate>
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 <title>The power of the interim executive director</title>
 <link>http://www.philanthropyjournal.org/resources/managementleadership/power-interim-executive-director</link>
 <description>With leadership transitions increasing, nonprofits should consider interim executive directors, temporary leaders who can take the helm of an organization, help the board and staff address important issues and lay the groundwork for the following leader’s success. &lt;p&gt;&lt;a href=&quot;http://www.philanthropyjournal.org/resources/managementleadership/power-interim-executive-director&quot;&gt;read more&lt;/a&gt;&lt;/p&gt;</description>
 <comments>http://www.philanthropyjournal.org/resources/managementleadership/power-interim-executive-director#comments</comments>
 <category domain="http://www.philanthropyjournal.org/taxonomy/term/3">Management/leadership</category>
 <pubDate>Fri, 13 Jan 2012 05:32:39 -0500</pubDate>
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 <guid isPermaLink="false">30848 at http://www.philanthropyjournal.org</guid>
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 <title>Balancing stability with the need for change</title>
 <link>http://www.philanthropyjournal.org/resources/managementleadership/balancing-stability-with-need-change</link>
 <description>Whether change takes place because of economic, political, legal, competitive or social factors, it is the responsibility of a nonprofit’s leaders to prepare and lead the organization through changing times.&lt;p&gt;&lt;a href=&quot;http://www.philanthropyjournal.org/resources/managementleadership/balancing-stability-with-need-change&quot;&gt;read more&lt;/a&gt;&lt;/p&gt;</description>
 <comments>http://www.philanthropyjournal.org/resources/managementleadership/balancing-stability-with-need-change#comments</comments>
 <category domain="http://www.philanthropyjournal.org/taxonomy/term/3">Management/leadership</category>
 <category domain="http://www.philanthropyjournal.org/category/additional-terms/change-management">change management</category>
 <category domain="http://www.philanthropyjournal.org/category/additional-terms/jeff-steed">Jeff Steed</category>
 <category domain="http://www.philanthropyjournal.org/category/additional-terms/jeffrey-steed">Jeffrey Steed</category>
 <category domain="http://www.philanthropyjournal.org/category/additional-terms/managing-change">managing change</category>
 <category domain="http://www.philanthropyjournal.org/category/additional-terms/nonprofit-operations">nonprofit operations</category>
 <pubDate>Fri, 09 Dec 2011 10:31:25 -0500</pubDate>
 <dc:creator />
 <guid isPermaLink="false">30797 at http://www.philanthropyjournal.org</guid>
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 <title>Healthy reserves are no accident</title>
 <link>http://www.philanthropyjournal.org/resources/managementleadership/healthy-reserves-are-no-accident</link>
 <description>While building a reserve fund for your nonprofit takes planning, dedication and discipline, the financial flexibility reserves provide is critical during good times and bad.&lt;p&gt;&lt;a href=&quot;http://www.philanthropyjournal.org/resources/managementleadership/healthy-reserves-are-no-accident&quot;&gt;read more&lt;/a&gt;&lt;/p&gt;</description>
 <comments>http://www.philanthropyjournal.org/resources/managementleadership/healthy-reserves-are-no-accident#comments</comments>
 <category domain="http://www.philanthropyjournal.org/taxonomy/term/3">Management/leadership</category>
 <category domain="http://www.philanthropyjournal.org/category/additional-terms/fiscal-management-associates">Fiscal Management Associates</category>
 <category domain="http://www.philanthropyjournal.org/category/additional-terms/hilda-polanco">Hilda Polanco</category>
 <category domain="http://www.philanthropyjournal.org/category/additional-terms/nonprofit-finance">nonprofit finance</category>
 <category domain="http://www.philanthropyjournal.org/category/additional-terms/nonprofit-reserves">nonprofit reserves</category>
 <category domain="http://www.philanthropyjournal.org/category/additional-terms/rainy-day-funds">rainy-day funds</category>
 <pubDate>Tue, 22 Nov 2011 11:20:48 -0500</pubDate>
 <dc:creator />
 <guid isPermaLink="false">30765 at http://www.philanthropyjournal.org</guid>
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 <title>Is your nonprofit’s board prepared for transition?</title>
 <link>http://www.philanthropyjournal.org/resources/managementleadership/your-nonprofit%E2%80%99s-board-prepared-transition</link>
 <description>The best board-succession plan is to have a board that operates according to proven practices, an approach that will enable it to perform effectively regardless of planned or unexpected turnover. &lt;p&gt;&lt;a href=&quot;http://www.philanthropyjournal.org/resources/managementleadership/your-nonprofit%E2%80%99s-board-prepared-transition&quot;&gt;read more&lt;/a&gt;&lt;/p&gt;</description>
 <comments>http://www.philanthropyjournal.org/resources/managementleadership/your-nonprofit%E2%80%99s-board-prepared-transition#comments</comments>
 <category domain="http://www.philanthropyjournal.org/taxonomy/term/3">Management/leadership</category>
 <category domain="http://www.philanthropyjournal.org/category/additional-terms/board-succession">board succession</category>
 <category domain="http://www.philanthropyjournal.org/category/additional-terms/corestrategies-nonprofits">CoreStrategies for Nonprofits</category>
 <category domain="http://www.philanthropyjournal.org/category/additional-terms/nonprofit-boards">Nonprofit boards</category>
 <category domain="http://www.philanthropyjournal.org/category/additional-terms/nonprofit-governance">nonprofit governance</category>
 <category domain="http://www.philanthropyjournal.org/category/additional-terms/terrie-temkin">Terrie Temkin</category>
 <pubDate>Thu, 10 Nov 2011 13:14:09 -0500</pubDate>
 <dc:creator />
 <guid isPermaLink="false">30744 at http://www.philanthropyjournal.org</guid>
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 <title>Conducting an executive director search</title>
 <link>http://www.philanthropyjournal.org/resources/managementleadership/conducting-executive-director-search</link>
 <description>Finding a nonprofit’s next executive director, a serious responsibility that falls to the organization’s board, is an excellent opportunity if handled well.&lt;p&gt;&lt;a href=&quot;http://www.philanthropyjournal.org/resources/managementleadership/conducting-executive-director-search&quot;&gt;read more&lt;/a&gt;&lt;/p&gt;</description>
 <comments>http://www.philanthropyjournal.org/resources/managementleadership/conducting-executive-director-search#comments</comments>
 <category domain="http://www.philanthropyjournal.org/taxonomy/term/3">Management/leadership</category>
 <category domain="http://www.philanthropyjournal.org/category/additional-terms/chuck-pappalardo">Chuck Pappalardo</category>
 <category domain="http://www.philanthropyjournal.org/category/additional-terms/executive-directors">executive directors</category>
 <category domain="http://www.philanthropyjournal.org/category/additional-terms/human-resources">human resources</category>
 <category domain="http://www.philanthropyjournal.org/category/additional-terms/nonprofit-executive-directors">nonprofit executive directors</category>
 <category domain="http://www.philanthropyjournal.org/category/additional-terms/nonprofit-human-resources">nonprofit human resources</category>
 <category domain="http://www.philanthropyjournal.org/category/additional-terms/trilogy-search-nonprofit">Trilogy Search Non+Profit</category>
 <pubDate>Fri, 28 Oct 2011 10:55:19 -0400</pubDate>
 <dc:creator />
 <guid isPermaLink="false">30715 at http://www.philanthropyjournal.org</guid>
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 <title>Ensuring an encore for arts nonprofits</title>
 <link>http://www.philanthropyjournal.org/resources/managementleadership/ensuring-encore-arts-nonprofits</link>
 <description>The recession has been particularly hard on arts and culture organizations, but there are steps these groups can take to survive the financial battle.&lt;p&gt;&lt;a href=&quot;http://www.philanthropyjournal.org/resources/managementleadership/ensuring-encore-arts-nonprofits&quot;&gt;read more&lt;/a&gt;&lt;/p&gt;</description>
 <comments>http://www.philanthropyjournal.org/resources/managementleadership/ensuring-encore-arts-nonprofits#comments</comments>
 <category domain="http://www.philanthropyjournal.org/taxonomy/term/3">Management/leadership</category>
 <category domain="http://www.philanthropyjournal.org/category/additional-terms/geri-thomas">Geri Thomas</category>
 <category domain="http://www.philanthropyjournal.org/category/additional-terms/nonprofit-arts-organizations">nonprofit arts organizations</category>
 <category domain="http://www.philanthropyjournal.org/category/additional-terms/thomas-associates">Thomas &amp;amp; Associates</category>
 <pubDate>Fri, 14 Oct 2011 12:14:26 -0400</pubDate>
 <dc:creator />
 <guid isPermaLink="false">30684 at http://www.philanthropyjournal.org</guid>
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<item>
 <title>Cutting the budget without hitting an artery</title>
 <link>http://www.philanthropyjournal.org/resources/managementleadership/cutting-budget-without-hitting-artery</link>
 <description>Given the anemic economic environment, nonprofits need to keep accountability and transparency in mind as they decide what to cut – and not cut – from their budgets.&lt;p&gt;&lt;a href=&quot;http://www.philanthropyjournal.org/resources/managementleadership/cutting-budget-without-hitting-artery&quot;&gt;read more&lt;/a&gt;&lt;/p&gt;</description>
 <comments>http://www.philanthropyjournal.org/resources/managementleadership/cutting-budget-without-hitting-artery#comments</comments>
 <category domain="http://www.philanthropyjournal.org/taxonomy/term/2">Fundraising/giving</category>
 <category domain="http://www.philanthropyjournal.org/category/additional-terms/michelle-speas">Michelle Speas</category>
 <category domain="http://www.philanthropyjournal.org/category/additional-terms/nonprofit-budgeting">nonprofit budgeting</category>
 <category domain="http://www.philanthropyjournal.org/category/additional-terms/nonprofit-budgets">nonprofit budgets</category>
 <category domain="http://www.philanthropyjournal.org/category/additional-terms/nonprofit-collaborative">Nonprofit Collaborative</category>
 <category domain="http://www.philanthropyjournal.org/category/additional-terms/nonprofit-finance">nonprofit finance</category>
 <pubDate>Mon, 03 Oct 2011 11:16:17 -0400</pubDate>
 <dc:creator />
 <guid isPermaLink="false">30651 at http://www.philanthropyjournal.org</guid>
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<item>
 <title>Maximizing your board’s impact</title>
 <link>http://www.philanthropyjournal.org/resources/managementleadership/maximizing-your-board%E2%80%99s-impact</link>
 <description>Clear two-way communication from the CEO and board chair to other board members can ensure you have a working board where all members understand and embrace their individual roles. &lt;p&gt;&lt;a href=&quot;http://www.philanthropyjournal.org/resources/managementleadership/maximizing-your-board%E2%80%99s-impact&quot;&gt;read more&lt;/a&gt;&lt;/p&gt;</description>
 <comments>http://www.philanthropyjournal.org/resources/managementleadership/maximizing-your-board%E2%80%99s-impact#comments</comments>
 <category domain="http://www.philanthropyjournal.org/taxonomy/term/3">Management/leadership</category>
 <category domain="http://www.philanthropyjournal.org/category/additional-terms/board-roles">board roles</category>
 <category domain="http://www.philanthropyjournal.org/category/additional-terms/greg-walker-wilson-0">Greg Walker Wilson</category>
 <category domain="http://www.philanthropyjournal.org/category/additional-terms/nonprofit-boards">Nonprofit boards</category>
 <category domain="http://www.philanthropyjournal.org/category/additional-terms/nonprofit-leadership">nonprofit leadership</category>
 <category domain="http://www.philanthropyjournal.org/category/additional-terms/walker-wilson-consulting">Walker Wilson Consulting</category>
 <pubDate>Fri, 16 Sep 2011 09:28:34 -0400</pubDate>
 <dc:creator />
 <guid isPermaLink="false">30609 at http://www.philanthropyjournal.org</guid>
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<item>
 <title>Luring the right nonprofit job applicants</title>
 <link>http://www.philanthropyjournal.org/resources/managementleadership/luring-right-nonprofit-job-applicants</link>
 <description>Too often, job searches net dozens of unqualified candidates. But there are ways to manage the process that can improve the overall quality of the candidates you have available to consider.&lt;p&gt;&lt;a href=&quot;http://www.philanthropyjournal.org/resources/managementleadership/luring-right-nonprofit-job-applicants&quot;&gt;read more&lt;/a&gt;&lt;/p&gt;</description>
 <comments>http://www.philanthropyjournal.org/resources/managementleadership/luring-right-nonprofit-job-applicants#comments</comments>
 <category domain="http://www.philanthropyjournal.org/taxonomy/term/3">Management/leadership</category>
 <category domain="http://www.philanthropyjournal.org/category/additional-terms/capability-company">Capability Company</category>
 <category domain="http://www.philanthropyjournal.org/category/additional-terms/nonprofit-human-resources">nonprofit human resources</category>
 <category domain="http://www.philanthropyjournal.org/category/additional-terms/nonprofit-recruiting">nonprofit recruiting</category>
 <category domain="http://www.philanthropyjournal.org/category/additional-terms/sherry-heuser">Sherry Heuser</category>
 <pubDate>Fri, 02 Sep 2011 09:20:11 -0400</pubDate>
 <dc:creator />
 <guid isPermaLink="false">30580 at http://www.philanthropyjournal.org</guid>
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