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This road map will give confidence to leaders of nonprofit organizations and faith groups facing the unknown with sometimes limited resources. The many examples--of actions which averted calamities and of failures resulting in chaos--are engaging. "When Bad Things Happen to Good Organizations" answers the questions that are often in the backs of the minds of those who lead organizations:
* How do I know this is a crisis?
* Can crises be prevented?
* What do I do when I walk out the door and the media has questions?
* What actions can our board or council take right now?
The guides which are included are easily adapted by any organization. Every nonprofit leader should own "When Bad Things Happen to Good Organizations". Every board should discuss this topic. Every organization should have a plan for "When Bad Things Happen to Good Organizations".
"Starr Mayer provides practical, actionable wisdom for nonprofit boards and leaders. Good stewardship requires that leadership teams understand these principles and put processes in place to protect their missions." --Jonathan T. M. Reckford, CEO, Habitat for Humanity International.
"An essential tool for board members and managers, particularly in a fast growth organization. "When Bad Things Happen to Good Organizations" shows the importance of calm, rational planning to protect your mission and reputation." --Wendy Kopp, Founder and CEO, Teach for America.
"We live and work in such uncertain times. "When Bad Things Happen to Good Organizations" is a must read for every nonprofit leader. Starr Mayer’s focus on people and policies is the right one, and she has provided us with an invaluable guide to avoiding the next bad thing." --Deb Jospin, partner, sagawa/jospin; co-author of "The Charismatic Organization"; and Chair of the Jonathan M. Tisch College of Citizenship and Public Service at Tufts University.
Table of Contents:
Chapter One: About Crises
Questions to Consider
External Crises
Internal Crises
What Makes a Crisis Life-Threatening
Prevention and Cure
The Keys to Crisis Management
Chapter Two: Preventing Crises with Policies
The Benefits of Policies
Determining Which Policies Are Needed
The Essential Documents for a Policy Manual
Policies Are Often Overlooked
Examples of Preventing Crises with Policies
Chapter Three: Preventing Crises with People
The People Who Make Up the Board of Directors
The Role of the Board
Keys to Creating a Highly Functioning Board
Areas of Board Vulnerability
Examples of Preventing Crises through Board Excellence
Staff of Nonprofit Organizations
Guidelines for Creating a Strong Staff
Executive Transition Management
Guidelines for Effective Management of Staff
Examples of Preventing Crises through Staff Excellence
Chapter Four: Precursors to Crises
Measuring Severity
Assessing Tools Already in Place
Acknowledging and Managing Conflict
Timing and Time
Two Key Responses to Conflict
Conflict Management 101
Bullies
Examples of Precursors to Crises
Chapter Five: It’s a Crisis
Elements of a Crisis
An Identified Crisis is the Reality
Emergency Plan in Time of Crisis
Examples of Crisis Management
Chapter Six: The Crisis Has Passed
Evaluation
Communication
Personnel Assessment
Critical Conditions for Organizations
Examples of Nonprofits in the Aftermath of Crises
Chapter Seven: Making the Organization Safe
The Importance of Policies and People
Identifying and Addressing Precursors to Crises
Managing the Emergency
Utilizing the Period After the Crisis
Creating a Crisis Contingency Plan
Developing and Utilizing a Crisis Audit Team
Reaping the Rewards of Crisis Management Work
Prescriptions
In Case of Emergency
Crisis Emergency Plan
Six Month Plan
Emergency Contingency Planning
Emergency Data Bank