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Led by Stanford's world-class faculty, this program presents ideas and tools
that will help private, corporate, and community operating foundations think more
strategically about their grantmaking. It also provides an opportunity to learn
new frameworks to deal with key challenges faced by today's foundation leaders.
The Leader as Organizational Architect
Great leaders can be
thought of as organizational architects -- people who focus on how the work
setting is "configured" and manage with that in mind. This session
examines some personal characteristics and then proposes a completely different
way to think about leadership.
The Knowing-Doing Gap: How Smart Organizations
Turn Knowledge into Action
This session confronts the paradox of
organizations that know what to do, but frequently fail to do it.
Participants learn how to diagnose major barriers and outline a new approach to
changing behavior.
- Strategy and Performance
- Power, Asymmetrical Relationships, and Trust
- The Leader as Vision Builder
- Staying Connected to the Community
- Management and the Board of Trustees
- Building System-Level Capacity
- Social Change and Strategic Alliances
- The Foundations of Effective Evaluation
Participants will receive a powerful toolkit to enhance their learning
and apply strategic management frameworks to the challenges they, and the
organization they support, face each day. It includes three CD-ROMs containing:
- Videos of classroom presentations
- Synchronized slides to accompany lectures
- Frequently asked questions with faculty responses
- Case studies on related topics
- A self-paced workbook
Participation comes with a
one-year subscription to the critically acclaimed Stanford Social Innovation
Review. This quarterly journal presents the best ideas in nonprofit
management, philanthropy and corporate citizenship and shares substantive
insights and practical experiences that will help those who do the important
work of improving society do it even better.
Programs, dates, fees, and faculty are subject to change. |