Abstract
We believe that the chapters in this volume offer comprehensive and practical advice on creating and sustaining impactful social sector organizations. Two recent important studies synthesize and confirm several pieces of this advice. For instance, in one recent study McKinsey and Co. reached out to 200 CEOs and senior leaders and asked them to outline the key competencies needed for the social sector leaders.
Don’t ask what the world needs. Ask what makes you come alive, and go do it. Because what the world needs is people who have come alive
—Howard Thurman
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References
Callanan, L., Gardner, N., Mendonca, L., & Scott, D. (2014). What social sector leaders need to be successful. McKinsey Quarterly. http://www.mckinsey.com/industries/social-sector/our-insights/what-social-sector-leaders-need-to-succeed
Crutchfield, L. R., & Grant, H. M. (2012). Forces for good: The six practices of high-impact nonprofits. Hoboken, NJ: Wiley.
Pisano, G. P. (2015). You need an innovation strategy. Harvard Business Review, 93(6), 44–54.
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Tirmizi, S.A., Vogelsang, J.D. (2017). Conclusion. In: Tirmizi, S., Vogelsang, J. (eds) Leading and Managing in the Social Sector. Management for Professionals. Springer, Cham. https://doi.org/10.1007/978-3-319-47045-0_16
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DOI: https://doi.org/10.1007/978-3-319-47045-0_16
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