Management & Leadership Development
Join this values-driven and action-oriented session to learn from social sector professionals who are leaning into trust - and leaning into the change - with new strategies to support leaders who are leaving, leaders who are entering, and the board and staff who manage the change from old to new.
Adopted by CNJG”s Board of Trustees in October 2023, these eight Principles offer philanthropy a source of direction for their own equity journey.
Foundations are systems. They have their own cultures and related assumptions, norms, standards, and practices. All of these personal, social, and structural factors affect our ability to learn. This tool is to help foundations take stock of their learning needs and opportunities with a dispassionate (evaluative) look at themselves as systems and how people work within them.
This second edition of the Diversity Among Philanthropic Professionals (DAPP) Report offers a snapshot of the philanthropic sector’s workforce in a very specific space and time — in the chaotic year that was 2020.
This introduction describes four skills that help leaders to achieve better and more equitable results. The skills are part of Results Count™, the Annie E. Casey Foundation’s competency-based approach to leadership development.
CNJG's 2018 Annual Meeting & Holiday Luncheon pre-meeting workshop with Michelle Greanias from PEAK Grantmaking focused on how foundation CEO’s, program officers, staff, and trustees could engage internally to put values-based grantmaking into practice.
Assessing the performance of a foundation is notoriously challenging, but it is crucial to learning and improvement.
After more than 15 years promoting grantmaker practices that support nonprofit results, GEO is convinced that a strong culture inside foundations is critical for effective philanthropy. It’s virtually impossible to operate as an ally and partner to nonprofits if you are working inside a foundation whose values and culture run counter to that spirit.
Many foundations are adopting new approaches for supporting social change—approaches that aim to create impact at scale and change systems. As foundations embrace a wider variety of approaches, the roles that foundation staff members play must also change.
Based on in-depth conversations with 114 practitioners representing 50 foundations, Being the Change explores how foundations are rethinking staff size, backgrounds, roles, and culture to better serve their ambitions for social impact.
Planning to Win: The Just Enough Guide for Campaigners uses a six-step process to help organizations and coalitions build effective plans that lead to winning behavior, corporate or policy change campaigns.
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