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His action plans and proven strategies can be a game-changer for you as you decide where and for whom you’ll work.":1,"#When you’re ready to exit your company, take these steps: Ensure that you know the exit policies and what you’re entitled to, talk to your manager in person and share the positive aspects of your next steps, follow up with a written letter of resignation, ask for an exit interview, and remain professional through your notice period.":1,"#However, he encourages you to quit when these factors come into play: boredom in your role, toxicity in the workplace, job misalignment, an off-kilter work-life balance, being undervalued and underappreciated, and ethical problems at work.":1,"#Askins cautions against quitting when you have no idea what you’ll do next, are acting on emotion rather than reason, or feel overwhelmed by stressful life events happening outside your work that may be clouding your judgment.":1,"#The idea of quitting a toxic work environment can feel thrilling, but before you make that life-changing leap, think critically about potential outcomes. Consider the financial risks, gain clarity on what you want from your next role (and the likelihood of finding it), and seek advice from others in your industry to gain perspective.":1,"#Quitting as a Natural Next Step":1,"#If you encounter these issues in your current role, Askins suggests being proactive in making changes that are within your control and discussing the issue with your boss to bring awareness and find support in the issue. If resolutions can’t be found, consider leaving the company.":1,"#Askins shares a series of red flags you can watch out for. These include heavy demands and expectations on employees, a disregard for annual leave practices, the regular praise of overwork as “dedication,” insisting that employees are always “on call,” and not allowing employees sufficient space to address their personal needs.":1,"#Because all employees bear responsibilities outside their work, the promise and fulfillment of a work-life balance is a must. This feature of work is often assumed, and even asserted by managers, but many employees find—especially in the post-COVID era—that it isn’t fulfilled.":1,"#Identifying Fractures in Work-Life Balance":1,"#Askins encourages you to seek out companies and managers who follow these practices: providing transparency in current and future earnings potential, following a skills-based approach to promotions, setting clear and trackable targets for promotions, offering regular check-ins, and making career pathways transparent and accessible for every team member.":1,"#It’s also helpful to gain a full understanding of a role’s compensation and benefits and how those will evolve over time. Bad bosses tend to be vague in these discussions, offering limited structure or process, or they may make a habit of overpromising and underdelivering. A boss may dangle a pay raise or promotion and then change their mind, move the targets needed, offer a new title without a raise, or even give you the added workload of the role you’re seeking without changing your pay, title, or other responsibilities.":1,"#Finding Problem Signals in Pay and Benefits":1,"#Askins encourages you to be aware of your motivators and personal working style so that you can recognize both helpful qualities in potential managers and detractors that may hinder your performance.":1,"#It’s essential to identify your boss’s management style early in the process and understand how it will impact you as a contributor. Classic “bad” management styles include the <em ljsid-1=\"\">nepotism boss</em>, who’s insular and cliquish; the <em ljsid-3=\"\">incompetent boss</em>, who’s ill-equipped to deliver on their responsibilities; the <em ljsid-5=\"\">inflexible boss</em>, who’s aloof and unyielding; the <em ljsid-7=\"\">egotistical boss</em>, who steals credit and glory; the <em ljsid-9=\"\">irate boss</em>, who has a short fuse and causes teams to walk on eggshells; the <em ljsid-11=\"\">passive-aggressive boss</em>, who’s vindictive and cowardly; the <em ljsid-13=\"\">unethical boss</em>, who doesn’t play fair; and the <em ljsid-15=\"\">unsupportive boss</em>, who leaves you alone in your struggles.":1,"#Recognizing Management Styles that Won’t Fly with You":1,"#As you evaluate a company’s fit and culture, look for these “green flags”: good communication, employee recognition and appreciation, work-life balance, opportunities for professional development, inclusion and diversity, team collaboration and support, a positive work environment, transparency and accountability, and purpose-driven work.":1,"#According to Askins, three-quarters of employees now describe their workplace culture as “toxic.” Bad bosses shoulder a great deal of the blame. However, few are taking the crucial steps needed to right the ship. Askins explains that most managers don’t understand what a good, healthy culture looks like, or they don’t execute well on the steps to work toward it.":1,"#Spotting Red and Green Flags in Company Culture":1,"#During the recruitment and interview processes, be cautious of over-the-top requirements, ridiculous interview questions, and intrusive probes into your personal life. Learn to ask revealing questions that will illuminate the type of company and culture you’ll be part of. Inquiring about potential changes to the role over the next six to twelve months, the company’s vision for the next five years, career progression opportunities, and the challenges the team is facing can help you build a holistic view of where you may be working.":1,"#He also suggests you read or listen closely to how the company describes itself, the role, and the compensation. Askins asserts that these descriptions should be serious and free from jargon, and they should accurately reflect the company culture.":1,"#For instance, he advises you to watch out for job titles that don’t give a clear indication of the work you’ll do; no “digital prophet” or “growth ninja,” especially when they’re paired with poorly described job specs. This pairing is often a recipe for work that’s a mile away from what’s advertised.":1,"#It’s not always easy to spot problematic bosses before you start a new job, but Askins explains that there are signals to watch for in job descriptions, recruitment efforts, and interviews.":1,"#Avoiding Morons as You Find a Role":1,"#Askins has collected over 200,000 “bad boss” stories from followers on his social media accounts, spanning various countries, sectors, and demographics. As Askins assessed them, he found common threads in the mistakes bosses are making and strategies that actually work for employees who encounter them. He shares these findings across categories that include finding work, being part of a company’s culture, being managed, being compensated, and balancing work and life.":1,"#Askins has collected over 200,000 “bad boss” stories from followers on his social media accounts, spanning various countries, sectors, and demographics. As Askins assessed them, he found common threads in the mistakes bosses are making and strategies that actually work for employees who encounter them....":1,"#Bad bosses can come in many forms. They can be annoying, overbearing, out of touch, ridiculous, frustrating, stress-inducing, rude, selfish, demoralizing, and even dangerous. Virtually every person who works with others has encountered one, with nearly a quarter of people in the workforce right now stating that that’s their current reality.":1,"#When Your Manager Is a Moron":1,"#In <strong ljsid-1=\"\">My Boss Is a Moron</strong>, Askins provides four crucial flanks of support. First, he assures struggling employees that they’re not alone; virtually everyone will have a problematic boss in the span of their careers. Second, he coaches you to assess your workplace holistically so you can pinpoint specific problems and implement proven remedies. Third, he offers advice as you rise to roles in management, so you can avoid becoming a “bad boss.” Finally, he entertains through stories and anecdotes, primarily about his own missteps as a manager, to illustrate how difficult some employees truly have it.":1,"#Workplaces are in crisis. Up to 24 percent of workers report that they’re working for their worst boss ever, leaving little space to wonder why workplace productivity and satisfaction are at an all-time low. The options on the table for the unhappy workers are to suck it up or strike out on their own, but neither is realistic for the masses. Serial entrepreneur Ben Askins offers a third approach: Observe your environment and make smart, supportive choices.":1,"#ISBN: 979-8-3186-0129-3":1,"#©2025 by Ben Askins":1,"#by Ben Askins":1,"#Strategies to Manage Up and Thrive in Any Workplace":1,"#Clicking this link will redirect to relevant products for the Author Ben Askins.":1,"#In Ready to be a Thought Leader?, Denise Brosseau outlines and details a step-by-step guide for becoming an influential leader in virtually any field. Thought leadership is considered the next level of impact for those who are well established and respected in their fields, and being known as a sought-after thought leader is a way of making real change in the world.":1,"#Ready to Be a Thought Leader?":1,"#arossm@uc.cl":1,"#<a ljsid-0=\"\"><strong ljsid-0-0=\"\">Donald Summers</strong></a>, founder and CEO of Altruist Partners and founder and CEO of the Altruist Nonprofit Accelerator, holds more than 25 years of experience as a teacher, nonprofit executive, foundation CEO, management consultant, and social entrepreneur. He has directed over 100 nonprofit and social enterprise accelerations from the regional to the global level in the fields of education, human services, health, environmental conservation, sustainability, and public media. Results include nearly $1 billion in new earned and contributed revenue and dramatic gains in organizational performance and program impact directly improving the lives of millions around the world.":1,"#Conversely, investing in premium talent and executive leadership is critical to all stages of nonprofit growth. To become a social enterprise capable of tackling massive, systemic issues, you need to offer a competitive salary and benefit package and work environment to top talent. Make sure the organization’s experienced, forward-thinking leaders create and maintain legal, diversity, and equity governance systems that nonprofits need to sustain long-term SROI.":1,"#An important step in developing a psychologically safe culture is identifying and managing disruptive team members. Those that dominate others in decisions, create confusion in initiatives they don’t like, or continually victimize themselves can severely stunt the growth of a project. Nonprofit leaders must think like business owners when making difficult hiring, performance reviewing, and termination decisions to ensure that problematic team members don’t sink the entire organization.":1,"#While there are many leadership styles that have proven success records, the foundation of successful nonprofit leadership is the establishment of psychological safety. In a space where empathy is a core business value, fear among staff can lead to ignored problems, disconnected communication chains, and lost revenue. The executive leadership is responsible for setting the tone for the culture within the organization and making staff feel comfortable when offering criticism, raising issues, and dealing with personal hardships.":1,"#Lead":1,"#Asking your organization to use a dashboard shouldn’t require a significant lift or time investment. Make data easy to understand at a glance through visualizations and use your dashboard in team meetings to support strategic initiatives. Demonstrate a consistent cadence for analysis to ease teams toward data-informed progress and create a culture of continuous improvement.":1,"#Your dashboard should monitor KPIs across three levels of analysis: organization, team, and individual. Breaking down your metrics by these levels keeps project scope in check and prevents your staff from feeling overwhelmed by an analytical overload. Important KPIs to measure include quality of work, revenue generation, and the number of achieved milestones. Often, you can pull KPIs straight from your business plan, which creates a necessary cohesion between the two.":1,"#Without proper execution, even the best strategic plans fail to deliver the promised SROI to stakeholders. Nonprofits often struggle with execution when expectations, roles, and future projections are undefined, so the development of an <em ljsid-1=\"\">executive dashboard</em> can help organizations continuously improve their clarity and follow-through. Just like the dashboard of your car, an executive dashboard tracks the acceleration of different KPIs and provides insights for future actions. While the goal of the dashboard is to have team members continuously improve their own performance, a culture of trust and collaboration must be established first. If your team is fearful that performance trackers will be used against them, they won’t be willing to adopt a growth mindset.":1,"#Execute":1,"#Investing in the people within your organization will generate investment from outside your organization. Set clear, simple tasks and expectations for volunteers and pay staff above market rate to build a cohesive fundraising team with a low turnover rate. In addition, carefully track the performance of your team to ensure that they know the impact of their work. When your fundraising team is aligned on a common goal, tracked through clear metrics, and given regular feedback, they’ll generate substantially more revenue and social impact.":1,"#<em ljsid-0=\"\">Report</em>. Send regular communication to investors about how their contributions made an impact to encourage future contributions.":1,"#<em ljsid-0=\"\">Deny</em>. Most investors will reject your proposal, so treat rejections as opportunities to explore more promising prospects.":1,"#<em ljsid-0=\"\">Accept</em>. Be direct with proposals and enthusiastically gracious when they’re accepted.":1,"#<em ljsid-0=\"\">Propose</em>. Remember that you’re not asking for money, you’re finding partners that want to work with you based on a shared interest.":1,"#. Investors want to know that their money will be used responsibly, so build trust by developing relationships before soliciting investments, actively engaging with investor interests, and creating momentum by scheduling regular meetings.":1,"#Build trust":1,"#<em ljsid-0=\"\">Acquire</em>. Rely on current investors, board member relationships, and targeted fundraising events to establish a system of professional, consistent, and relationship-based funding.":1,"#Every funding strategy should be based on an <em ljsid-1=\"\">investment and partnership plan</em>, which is a single-page document that details how you’ll execute each of your revenue strategies. This process requires an identification of the segment, fundraising goal, average investment, and prospects for each revenue source. With this preliminary data, you can use this six-step management strategy to build relationships with potential partners:":1,"#<em ljsid-0=\"\">Impact capital</em>. Take out low-interest loans from socially minded institutions.":1,"#<em ljsid-0=\"\">Earned revenue</em>. Use for-profit subsidiaries, copyrights, and real estate to generate revenue.":1,"#<em ljsid-0=\"\">Public agencies</em>. Establish strong relationships with government entities by providing thorough reports and hiring experts.":1,"#. Invest in experienced grant writers that have domain knowledge.":1,"#Foundations":1,"#<em ljsid-0=\"\">Corporations</em>. Convince businesses that a partnership can add value to their organization by appealing to people, not foundation offices.":1,"#<em ljsid-0=\"\">Private individuals</em>. Earn private donations through active engagement about your mission, not by sending repeating fundraising messages.":1,"#To effectively grow as a nonprofit, you need a scalable revenue engine that can break your organization out of a survival mindset. Traditional fundraising strategies like auctions and raffles are inconsistent revenue streams that represent large opportunity costs. Successful social enterprises tap into the following revenue streams to scale their funding:":1,"#Fund":1,"#Most nonprofit missions involve solving a problem for a community, so work hard to get your business plan in front of influential members of your target community. Use your business plan to create a concise, 15-slide pitch deck to share with external stakeholders that don’t have the time to read a lengthy document. Ultimately, the feedback you receive from these experts can both dramatically improve your funding and solve development problems before they occur.":1,"#Forming an external advisory group starts with identifying important individuals in your staff, board, funders, and partners. Once formed, you can share your business plan with them and ask for advice, which cultivates feelings of inclusivity and honesty between your organization and its stakeholders. When asking for feedback, remember that you’re a social enterprise, not a charity. Be direct, ask for specific suggestions, and respect your stakeholder’s time to set yourself apart as a serious business, not just an idea.":1,"#Every business planning document should go through multiple rounds of internal testing and feedback to create a more concise, realistic, and interactive plan. Before turning your attention outward for external feedback, ensure that your organization is completely aligned on the plan and is ready to go public. This creates the added benefit of making external advisors feel important when they’re included in a confidential planning process.":1,"#The best fundraising consultants are prohibitively expensive, so dedicate time to networking with other social entrepreneurs and carefully manage your funding sources. Additionally, ensure that leadership prioritizes financial, legal, operational, and other types of risk to mitigate against inevitable setbacks and challenges. With a knowledge of how to implement your initial plan, you can facilitate future plans by projecting your finances and organizational growth in the long term.":1,"#Defining your market with specific data helps to keep your scope in check and allows you to learn from organizations with similar missions. It’s difficult to measure social impact, but collecting data about the market you serve and creating a focused, scalable strategy allows you to set growth milestones. These milestones should be defined by the KPIs in your planning framework, which emphasizes the importance of internal data collection and processing.":1,"#To effectively use your planning framework, you must begin with confidence in your ability to overcome setbacks and follow your processes to completion. The messaging you choose for your planning materials should convey this confidence through concise language, clear problem statements, and measurable solutions. Your organization likely has a noble mission, but it’s your responsibility to advertise who your team is and why they’re best suited to address your problem statement. A simple marketing plan that prioritizes quality messages targeted at supporters and partners will greatly outperform widespread email campaigns.":1,"#Plan":1,"#<em ljsid-0=\"\">Create KPIs</em>. Identify metrics that measure success and hold your team accountable to them.":1,"#<em ljsid-0=\"\">Draft first-year initiatives</em>. Create marketing, management, and hiring infrastructure early in your development plan.":1,"#<em ljsid-0=\"\">Define your impact and growth strategy</em>. Develop a transparent framework to achieve your desired impact at a measurable growth.":1,"#<em ljsid-0=\"\">P</em><em ljsid-1=\"\">ick an audacious goal</em>. Set your sights on a specific, ambitious goal with defined milestones.":1,"#<em ljsid-0=\"\">D</em><em ljsid-1=\"\">efine your value proposition</em>. Show proof of expertise to demonstrate value to potential partners.":1,"#<em ljsid-0=\"\">Create a compelling mission statement</em>. Use strong, concise action verbs to convey your purpose.":1,"#At this stage, your goal is to build a planning framework that fosters organizational alignment. Without alignment from internal and external stakeholders, even the best-designed plans will fail to achieve transformation. Adopting the following strategies can help you arrive at a defined framework:":1,"#Following a complete assessment, your next step toward transformation is to align your organization on actionable plans. Many organizations know what they need to do but struggle to get everyone on the same page. Cultivating an organization-wide growth mindset is a prerequisite for alignment on transformation plans. If your team isn’t willing to think critically about the future, they’ll be unable to drive the innovation necessary for organizational and social transformation. Ask your team open-ended questions, remove barriers to their progress, and demonstrate your own personal growth to encourage others to align with your mindset.":1,"#Align":1,"#An assessment of finances reveals the clarity, accountability, and overall health of your organization. Your financial state should be clearly defined to all stakeholders, and metrics should be used to predict future growth. Most nonprofits identify significant gaps during the assessment phase, but these areas should be viewed as growth opportunities to be addressed through organization-wide planning.":1,"#At the program level, analyze your social return on investment (SROI) to determine how your efforts generate social impact. Scaling SROI is done by establishing clear milestones, leveraging valuable relationships with partners, and measuring key performance indicators (KPIs). Your programs should be supported by a robust architecture that clearly defines business goals, social responsibilities, and infrastructure.":1,"#Assessing your team, from your chief executive officer (CEO) to your volunteers, is the first step in a growth plan. At the top of your organization, your CEO must be growth-minded, ambitious, and action-oriented to continually drive the nonprofit forward. Experienced staff members must be paid competitively, and volunteer roles must be clearly defined with performance and accountability expectations.":1,"#Assessing your team, from your chief executive officer (CEO) to your volunteers, is the first step in a growth plan. At the top of your organization, your CEO must be growth-minded, ambitious, and action-oriented to continually drive the nonprofit forward. Experienced staff members must be...":1,"#Before starting a transformational change program to increase revenue, performance, and effectiveness in your nonprofit organization, it’s important to have a complete idea of what needs changing. Especially for small teams, your ability to thoroughly assess your current capabilities and procedures in early stages of development determines your ability to scale your impact.":1,"#Sustained growth comes from monitoring key metrics and acting on data-driven insights.":1,"#Investing time in external feedback for your business plan can significantly improve your operational strategy.":1,"#Nonprofits should think and operate like social enterprises, not charities.":1,"#To ensure a smooth execution, you must align stakeholders across your organization on a business plan.":1,"#Before committing to a change program for your nonprofit organization, conduct a thorough assessment of your current capabilities, strengths, and weaknesses.":1,"#In <strong ljsid-1=\"\">Scaling Altruism</strong>, Donald Summers details how nonprofits can become social enterprises by scaling their operational processes, revenue streams, and management systems. Nonprofit organizations are home to some of the most innovative, socially conscious, and passionate people, but they often lack the business expertise to foster long-term impact. By committing to a process of continual improvement, collaborative planning, business-oriented funding, and growth-minded leadership, you can grow your nonprofit into an enterprise capable of changing the world. Summers presents a seven-step process to get you there.":1,"#ISBN: 978-1-3942-2345-9":1,"#by Donald Summers":1,"#A Proven Pathway for Accelerating Nonprofit Growth and Impact":1,"#Clicking this link will redirect to relevant products for the Author Donald Summers.":1,"#Gwen Moran":1,"#Guy Harris":1,"#Gus Prestera":1,"#Gus Lee":1,"#Günter Müller-Stewens":1,"#Gunter Eberling":1,"#Grevis Beard":1,"#Gretchen Long":1,"#Gretchen Anderson":1,"#GRETA BALLENTINE":1,"#Gregory Unruh":1,"#Gregory Kesler":1,"#Gregory J. Iskat":1,"#Gregg Thompson":1,"#Gregg L. 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