Pt. 1: The mission comes first: and your role as a leader The commitment Leadership is a foul weather job Setting new goals--interview with Frances Hesselbein What the leaders owes--interview with Max DePree Summary: the action implications Pt. 2: From mission to performance: effective strategies for marketing, innovation and fund development Converting good intentions into results Winning strategies Defining the market--interview with Philip Kotler Building the donor constituency--interview with Dudley Hafner Summary: the action implications Pt.3: Managing for performance: how to define it; how to measure it What is the bottom line when there is no "bottom line"? Don't's and do's--The basic rules The effective decision How to make the shools accountable--Interview with Albert Shanker Summary: the action implications Pt. 4: People and relationships: your staff, your board, your volunteers, your community People decisions The key relationships From volunteers to unpaid staff--interview with Father Leo Bartel The effective board--interview with Dr. David Hubbard Summary: the action implications Pt. 5: Developing yourself: as a person, as an executive, as a leader You are responsibile What do you want to be remembered for? Non-profits: the second career--interview with Robert Buford The woman executive in the non-profit institution--interview with Roxanne Spitzer-Lehmann Summary: the action implications
