Without a vital nonprofit sector, we would not describe our living situation as "paradise." So, what proactive measures can we take to assure the continued vitality of this valuable sector? How can we make sure trouble stays out of our nonprofit paradise?

This interview with Ken Saxon focuses on the imperative of providing professional development for nonprofit leaders and describes his four key programs: Leading From Within, Emerging Leaders Program, Courage to Lead, and Katherine Harvey Fellows.

Ironically, the secret to success in the for-profit world seems to be tied directly to involvement in the non-profit sector. This article tells how promoting employee volunteerism and corporate giving can springboard a business to success.

We have a real example in our own community of an organization that moved from scarcity thinking to an abundance approach: Santa Barbara Foodbank. This article highlights Foodbank’s CEO, Erik Talkin's radical model.

One of the most important elements of good board governance is the relationship between the CEO and the board chair. This interview with Dr. Peter MacDougall outlines this critical issue.

In this recent interview with Steve Ainsley, former publisher of the Santa Barbara News Press,he focuses on four key ways of improving your nonprofit: marketing, differentiation, collaboration and transparency.

Finding ways to encourage donors to invest at a higher level is a common dilemma for fundraising officers. Some use a formula; others say it is an art. In reality, it’s probably a bit of both.

Some nonprofit boards seem to “have their act together” and some are far from it. What is the secret of a high-functioning board of directors? Is there some sort of “secret sauce” for boards?

New capital sources are emerging called impact investing. Pay for Success strengthens nonprofits, philanthropic, faith-based and other community organizations on multiple fronts

With servant leadership, a leader's primary role is to serve employees. Everyone from Lao-Tzu to Max De Pree thinks this a wonderful model. Why then, asks Professor Jim Heskett, is this style so rare among CEOs?