The Challenge: After a long history of great success the organization, a subsidiary of a much larger nonprofit, expanded rapidly, beyond the US without a widely understood strategy or a consensus as to the value and obligations throughout the organization.
The Challenge: The organization, still a major force in its sector, had experienced more than 20 years of membership decline. Its mission, powerful with baby boomers, did not connect with Generation X & Y. Multiple boards were at odds with
The Challenge: After years of division the CEO was on his way out. Half of the staff was gone and the other half felt threatened. Governance/management distinctions had broken down as board members forced long postponed decisions on management and
From “The Spark,” August 2015, a publication of BoardSource (www.BoardSource.org) By Pat Nichols, President, Transition Leadership International from “The Spark,” August 2015, a publication of BoardSource (www.BoardSource.org). “When a nonprofit board faces the painful decision to part ways with its
The Challenge: This large local nonprofit in an urban/suburban community had become estranged from the funder of one major program, a local government. It was not prepared for an imminent federal evaluation of its other major program. A state program
Washington Business Journal Article Bob Corlett, Contributing Writer for Washington Business Journal writes about how Pat Nichols Transition Leadership is leading organizations through profound change.
New Global Strategy of Collaboration
The Challenge: After a long history of great success the organization, a subsidiary of a much larger nonprofit, expanded rapidly, beyond the US without a widely understood strategy or a consensus as to the value and obligations throughout the organization.
Building Commitment to New Mission, Governance and Accountability
The Challenge: The organization, still a major force in its sector, had experienced more than 20 years of membership decline. Its mission, powerful with baby boomers, did not connect with Generation X & Y. Multiple boards were at odds with
New Governance, New Comity, New Commitment to Markets
The Challenge: After years of division the CEO was on his way out. Half of the staff was gone and the other half felt threatened. Governance/management distinctions had broken down as board members forced long postponed decisions on management and
Firing the CEO: Inflict Only Wounds That Heal
From “The Spark,” August 2015, a publication of BoardSource (www.BoardSource.org) By Pat Nichols, President, Transition Leadership International from “The Spark,” August 2015, a publication of BoardSource (www.BoardSource.org). “When a nonprofit board faces the painful decision to part ways with its
Restoring Goodwill, Discipline And Direction
The Challenge: This large local nonprofit in an urban/suburban community had become estranged from the funder of one major program, a local government. It was not prepared for an imminent federal evaluation of its other major program. A state program
Chronicle of Philanthropy Article
Chronicle of Philanthropy Article *Requires subscription…
Washington Business Journal Article
Washington Business Journal Article Bob Corlett, Contributing Writer for Washington Business Journal writes about how Pat Nichols Transition Leadership is leading organizations through profound change.
Interview with Jake Jacobs
An interview with Jake Jacobs who specializes in helping large organizations achieve fast and lasting change (www.windsofchangegroup.com)