Even though the 12 high-impact nonprofits studied by the authors weren’t “spiritual movements” per se, they reflect truths about the social sector (the volunteer, mission-based, nongovernmental sector) in which God is building his Kingdom on earth.
In their intro, Crutchfield and Grant write:
“We don’t have time for incremental change—we need dramatic change if we are to solve the complex global problems that plague us today. The stakes are high on all sides, and we must rise to the challenge. Doing anything less would squander this momentous opportunity to advance the greater good. Fortunately, these great nonprofits—and the lessons we can learn from them—can show us a new way” (7).
On the basis of their research, they argue that great nonprofits follow six practices to achieve more impact. In a nutshell, social sector organizations seeking greater impact must learn how to do the following:
1. Advocate and serve. High impact organizations don’t just focus on doing one thing well. Whether they start out as advocates for the cause or as providing services or programs, they eventually become good at doing both. I’ve already posted below about how high impact movements display a Virtuous Cycle between “evangelism” and “service.” The more they advocate or evangelize for policy change among other institutions and the more they serve, the greater the levels of impact they achieve.
In both practices, these high impact nonprofits are externally focused. The authors write:
“The secret to success lies in how great organizations mobilize every sector of society—government, business, nonprofits and the public—to be a force for good. In other words, greatness has more to do with how nonprofits work outside the boundaries of their organizations than how they manage their own internal operations…Great organizations work with and through others to create more impact than they ever could achieve alone” (19).
2. Make markets work. Tapping into the power of self-interest and the laws of economics is far more effective than appealing to pure altruism. We need to harness market forces and see business as a powerful partner not as an enemy to be disdained or ignored. Great nonprofits find ways to work with markets and help business “do well by doing good.” Many of these nonprofits developed earned-income ventures as a way to leverage market forces to achieve social change on a grander scale.
In this practice, the authors point out that these nonprofits looked for ways to partner with business interests to access more resources for their cause, in the form of donations, volunteers, or cause-marketing. They weren’t afraid to enter into cross-sector alliances that might create wins for both partners.
3. Inspire evangelists. Great nonprofits see volunteers as much more than a source of free labor or membership dues. They create meaningful ways to engage individuals in emotional experiences that help them connect to the group’s mission and core values. They see volunteers, donors, and advisers not only for what they can contribute to the organization in terms of time, money, and guidance but also for what they can do as evangelists for their cause. They create meaningful experiences for individual supporters and convert them into evangelists for the cause.
4. Nurture nonprofit networks. High-impact organizations help the competition succeed, building networks of nonprofit allies and devoting remarkable time and energy to advancing their larger field. They freely share wealth, expertise, talent, and power with their peers, not because they are saints, but because it’s in their self-interest to do so. We too must build and nurture nonprofit networks, treating other groups not as competitors for scarce resources but as allies instead.
Crutchfield and Grant discern a break between the first four practices and the last two. They explain:
“The first four practices are more external; they represent how these groups dramatically expand their impact outside the borders of their own organizations. Each of these practices influences an external stakeholder group with which the nonprofit works so as to do more with less. In observing this external focus, we also realize that working outside the organization entails special practices inside that help these nonprofits relate more effectively to their environment. This led us to discern two additional internal practices that enable high-impact nonprofits to operate successfully in the outside world and bridge boundaries”.
5. Master the art of adaptation. All these high impact nonprofits are exceptionally adaptive, modifying their tactics as needed to increase their success. They have responded to changing circumstances with one innovation after another. Along the way, they have mastered the ability to listen, learn, and modify their approach based on external cues—allowing them to sustain their impact and stay relevant. They adapt to the changing environment and are as innovative and nimble as they are strategic.
6. Share leadership. The leaders of great social sector organizations are exceptionally strategic and gifted entrepreneurs, but they also know they must share power in order to be as stronger force for good. They distribute leadership throughout their organization and their nonprofit network—empowering others to lead. They share leadership, empowering others to be forces for good . The CEOs of these organizations cultivate a strong second-in-command, build enduring executive teams with long tenure, and develop highly engaged boards in order to have more impact.
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