"There are moments in our lives when we summon the courage to make choices that go against reason, against common sense and the wise counsel of people"There are moments in our lives when we summon the courage to make choices that go against reason, against common sense and the wise counsel of people we trust. But we lean forward nonetheless because, despite all the risks and rational argument, we *believe* that the path we are choosing is the right and best thing to do. We refuse to be bystanders, even if we do not know exactly where our actions will lead.
This is the kind of passionate conviction that sparks romances, wins battles, and drives people to pursue dreams others wouldn’t dare. Belief in ourselves and n what is right catapults us over hurdles, and our lives unfold." (pg 7)...more
"The unprecedented influence that corporations wield over society's natural resources, our health, our human rights, our standard of living, and our c"The unprecedented influence that corporations wield over society's natural resources, our health, our human rights, our standard of living, and our children demands that companies be held to even higher standards of responsibility than ever before." (177)...more
A great read, especially for someone new to the sector.
"The leaders of the organization were shielded from criticism because, like otherA great read, especially for someone new to the sector.
"The leaders of the organization were shielded from criticism because, like other nonprofit organizations, they could behind a noble mission. It's as if questioning the soundness of their planning is in effect questioning their integrity, their purpose, and the need of their constituents." (50)
"Experts in social policy call this the "law of unintended consequences." I call it "good intentions gone bad." Just because you're doing "good" doesn't excuse you from doing things smart, or doing things good." (53)
"We run into serious problems when people start to confuse random acts of kindness with a social strategy. Simply put, our neighborhoods, our communities, even our nonprofit infrastructures, have grown too complex to rely on starfish throwers. What you end up with is too much or not enough." (70)
"No matter what role you play in the sector, whether you're a donor, a volunteer, an executive director, or a fundraiser, you can't contribute to any real impact in helping others with random acts. Be a starfish thrower in you spare time, but don't turn your nonprofit or business into one. You have to be smart and organized to win this war. You have to have long-term planning, long-term action, and the ability ot mobilize the idea of starfish throwers into machines of social change." (80)
"As students of charity, whether we're young or old, we need to understand that the best thing we can do to help a child in need is not to give that child another meal or tutor, but to pay that child's parents a living wage. We need to stop thinking we have to drive to the "other side of town" to help "inner city kids," or go out at night serving meals on the street. That's addressing the symptom, not the disease of poverty. We need to look at the people right next to us to see how they need our help." (107)
Regarding Gen Y: "They are the new American fighters, a ragtag army of true believers that we've been arming for the last decade and they itch for a fight. They are poised for greatness, if some of us would just get out of the way and some of us just show them the way." (152)
"Someone once said that a good leader doesn't create more followers. Good leaders create more leaders. I say amen to that." (153)
"I'd like to urge any CEO or director of a company who wants to help a person in need to start with your own people - your employees. Make sure they're taken care of and then work your way out in concentric circles, your neighborhood, your community, your city and state. Don't donate your time to the inner city if your own employees aren't making a living wage. Spend more time figuring out how to pay them better and provide more benefits, rather than constructing a golden parachute for your fellow executives. As the saying goes, if we all do with a little less, we all get a little more." (165)...more
Insightful and very interesting! In this monograph he provides a framework for the social sector to use in achieving greatness. I love how he breaks dInsightful and very interesting! In this monograph he provides a framework for the social sector to use in achieving greatness. I love how he breaks down why being great has nothing to do with being more like a business because greatness isn't a business concept (otherwise all businesses would be great, which they are not).
I haven't read "Good to Great: Why Some Companies Make the Leap... and Others Don't" but I will definitely pick it up now....more