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Mike's Book Reviews

  • Book Review: The Business of Nonprofit-ing
  • Making a Lasting Difference
    I've been struggling to finish "Making a Lasting Difference" by Graeme Reekie since first I received this book about 6 months ago from Wren and Greyhound.  The press is British but I thought the subject would be universal for nonprofits.  Alas and sadly, this is a slow, tedious read filled with platitudes and almost helpful considerations nonprofit managers might want to consider when thinking about how to financially sustain their organizations. I have generally posited that a nonprofit has 4 "pillars" that comprise its DNA: program, management and operations, governance and sustainability.  M. Graeme offers five: involvement ((having community support); Income generation; Innovation ("how to nourish and encourage incremental innovation); Improvement (systems and structures); and impact measurement.  So he and I don't operate from the same lens but his is certainly one perspective. Making a Lasting Difference is constructed in four parts, 20 chapters and 211 pages.  The possibly most innovative content is in Part 2, Chapter 2 where paradoxes, principles and practices of sustainability are presented.  The paradoxes:     a. Change - only by changing can organizations be sustainability, sustainability does not mean sustained, and, the lesson is that an org. must learn, adapt     and  evolve purposefully.  Here the author poses that an org has to have its act together to achieve sustainability     b. Octopus - organizations need to reach out in new directions to grow but growing in too many directions pulls them out of shape; diversified income does     not mean reduced risk; and, an org must focus on core organisational purpose and structure. Here the author says that mission drift will not make you     sustainable.     c. Yes/No the things that an organisation needs to survive can also kill it. Saying yes to everything is fatal; sustainability is about more than just money.      Capacity and quality matter. Understand when, how and what to say no to.  I would offer this is the "stay in your lane" paradox.     d. Efficiency - Efficiency preserves resources but can impair development.  Organisations cannot evolve, adapt or respond without spare capacity.  And     orgs should balance strategy and scrutiny.  They should invest in capacity building. To all of this I just want to say: uh, ok and thanks for the amazing insight.  No, not really!  I would not invest in this book.  You can better spend your time reading the Federal Register looking for grant opportunities (good luck given the current environment) or going through the Foundation Center directory or building an endowment from rich people who loved you (yes, this really is the key to sustainability).  Making a lasting difference may be a good idea when thinking about long-term impact from what your nonprofit does - reading this book will not.
  • The Board Member Orientation
    Michael E. Batts
  • Nonprofit Finance: A Practical Guide
    Sheila Shanker
  • Functional & Funded
    Harvey Chess - grant proposal writing
  • Roberta's Rules of Order
    Alice Collier Cochran - Meeting Management
  • Boards That Deliver
    Ram Charan - corporate governance
  • Nonprofit Board Crisis: Nonprofit Book Review: The Mission Myth
    Deirdre Maloney
  • Tiny Essentials of an Effective Volunteer Board
    Ken Burnett
  • The Non Nonprofit
    Steven Rothschild
  • Leap of Reason: Managing to Outcomes in an Era of Scarcity
    Mario Marino
  • Everyone Leads
    Paul Schmitz
  • Marketing Lessons from the Grateful Dead
    David Meerman Scott, Brian Halligan and Bill Walton
  • Perspectives on Social Media Marketing
    Stephanie Agresta, B. Bonin Bough and Jay Miletsky
  • Zilch: The Power of Zero in Business
    Nancy Lublin
  • SHIFT: How to Reinvent Your Business...
    Peter Arnell
  • Working in the Shadows
    Gabriel Thompson

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May 17, 2010

Nonprofit Book Review: Working in the Shadows

Working in the Shadows is not your every-day pop nonprofit governance or management book.  

In Working in the Shadows, Gabriel Thompson, in the manner of Barbara Ehrenreich in Nickle and Dimed, provides some glimpses into what it's like to be working in jobs few birthright Americans choose to do.  And, while narrating his experiences of picking lettuce, working in a chicken factory, and serving as a delivery "boy" in NYC, Mr. Thompson also adds information he's collected (like unionization issues) to provide some so-what's for the reader's consideration.

Working in the Shadows serves as a helpful reminder that there is still much justice work to be done.  But, if you are a nonprofit manager or a nonprofit board member, Working in the Shadows also serves as a reminder that good training, positive working conditions and competent and supportive supervisors can produce a win-win situation for both the employee and employer.

Working in the Shadows is like going on one of those Disney simulators which only require you to "live" the job for a few moments and then gently brings you back to your safe, unencumbered and reasonably comfortable life.  And, maybe better than those simulators, your consciousness will actually be altered forever.

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