CHAPTER 1

THE JOB OF A MANAGER

We bet you had trouble finding the time to read this book. If so, it’s probably because you’re feeling serious stress, like many of the nonprofit leaders with whom we work. You’re under pressure from funders, your staff, constituents, perhaps your boss, and ultimately yourself, to be getting more done. Too much of the burden of making things happen is falling on you.

Effective management—how you get things done through other people—could help you accomplish more with less stress, but you may not know where to start. And if that’s the case, you’re not alone. Nonprofit leaders often end up in their roles not because they’re great managers, but because they are experts on a particular issue or excel at a specific function ...

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