Platt Perspective on Business and Technology

Nonprofits and social networking

Nonprofits offer both unique challenges and unique opportunities and both as businesses and as bases for social networking and community development. It is the purpose of this series to develop and explore aspects of this as a connected series of postings.

1. Purpose driven social networking – connecting in support of a mission.
2. Nonprofits and mission centered business plans.
3. Nonprofits and mission centered strategy.
4. Nonprofits and mission centered operations.
5. Nonprofits – staffing and career potential.
6. Nonprofits, business models and communities of need.
7. Nonprofits and blue ocean strategies.
8. Nonprofits, volunteers and volunteerism.
9. Boards of directors and nonprofits.
10. Nonprofits, mission and employee morale.
11. Implementing a social networking strategy to drive effective green technology and sustainability – a practical guide, part 5 – fundraising in accordance with an effective nonprofit business model.
12. Social media and finding a balance in the face of conflict.
13. Selling the nonprofit mission and vision – making an effective interpersonal connection.
14. Expanding your social media reach and vision as a means to more effective social activism.
15. Joining, serving on and leading a board of directors – 5: joining nonprofit boards.
16. Follow the money: nonprofits, not for profits, growth companies and short term profit investments – 1.
17. Follow the money: nonprofits, not for profits, growth companies and short term profit investments – 2.
18. Standardization efficiency and their trade-offs 4 – complex operations and operational flows 1. (I have included this series installment here because of the nonprofit-based fundraising scenario developed in it. See Business Strategy and Operations – 2, postings 301 and loosely following for the complete series.)
19. Standardization efficiency and their trade-offs 5 – complex operations and operational flows 2. (See Business Strategy and Operations – 2 for the complete series.)
20. Strategic planning and the process of strategy 4: planning for and through the unexpected. The case study developed here is based on my work with nonprofits.
21. Leading a nonprofit 1: comparing for-profits and nonprofits and putting nonprofits in a business perspective.
22. Leading a nonprofit 2: who a nonprofit leader works with.
23. Leading a nonprofit 3: missions, visions and corporate cultures.
24. Leading a nonprofit 4: finding and hiring the right leader.
25. Leading a nonprofit 5: starting a new job as a nonprofit’s CEO.
26. Leading a nonprofit 6: feedback and follow-through in the context of task and goals prioritization.
27. Leading a nonprofit 7: benchmarking and keeping the organization focused and effective.
28. Leading a nonprofit 8: some implications of the nonprofit funding base as donor’s discretionary income.
29. Leading a nonprofit 9: building and leading the nonprofit startup 1.
30. Leading a nonprofit 10: building and leading the nonprofit startup 2.
31. Leading a nonprofit 11: building and leading the nonprofit startup 3.
32. Leading a nonprofit 12: building and working with the starting-stage board of directors.
33. Leading a nonprofit 13: working with an established nonprofit and its board of directors.
34. Leading a nonprofit 14: working with outside communities and building community support.
35. Leading a nonprofit 15: facing and dealing with change and its imperatives.
36. Leading a nonprofit 16: facing and dealing with crisis and the unpredictable.
37. Leading a nonprofit 17: when nonprofits merge 1.
38. Leading a nonprofit 18: when nonprofits merge 2.
39. Offering a unique value proposition as an employee 24: in-house advancement along a career path versus advancement through moving on. See my Guide to Effective Job Search and Career Development – 2, postings 311 and following for other postings to this series.
40. Offering a unique value proposition as an employee 26: nonprofits, not for profits and for profits 1.
41. Offering a unique value proposition as an employee 27: nonprofits, not for profits and for profits 2.

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  1. […] My initial plan in addressing the topic of boards was to simply focus on the somewhat special case of boards and nonprofits and to put that posting in my No […]


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