While the article was decidedly one-sided (no cyclists, pedestrians or shoppers were interviewed), it does raise the issue of the balance between businesses and overall city life. In the past year or so, the Bloomberg administration has made quality of life a priority, with the renovation of parks, installation of 300 miles of bike paths, and plan to plant 1 million trees. Not withstanding the few parking spaces lost, ultimately, this will get more people out and about on the streets, and that will be good for business.

WAKE UP CALL: We are all part of one city. Businesses, the government and nonprofits need to work together in the best interests of everyone. Renewing the quality of life for all, will ultimately create a vital city that will bring in tax revenue, keep businesses afloat and provide funding for nonprofits.

1. Advocate and Serve. While it may seem counterintuitive, the nonprofit organizations that they found had the greatest impact are the ones that both delivered services and advocated for systematic change. Some started out with the service model and become advocates, and some the reverse, but ultimately they found the best success was when they were able to bridge the divide between service and advocacy and become good at doing both. The more they advocate and serve, the greater the levels of impacts they achieve.

2.  Make Markets Work. Tapping into the power of self interest and the laws of economics is far more effective than appealing to pure altruism. Not content to rely on traditional notions of charity or to see the private sector as the enemy, great nonprofits find ways to work with the markets and help business “do well while doing good.” They influence business practices, build corporate sponsorships, and develop  earned-income ventures – all ways of leveraging market forces to achieve social change on a grander scale.

3.  Inspire Evangelists. Great nonprofits see volunteers as much more than a source of free labor or membership dues. They create meaningful ways to engage individuals and emotional experiences that help them connect to the group’s mission and core values. They see volunteers, donors, and advisers not only for what they can contribute to the organization in terms of time, money and guidance but also for what they can do as evangelists for their cause. They build and sustain strong communities to help them achieve their larger goals.

4.  Nurture Nonprofit Networks. Although most groups pay lip service to collaboration, many of them really see other nonprofits as competition for scarce resources. But high-impact organizations help the competition succeed, building networks of nonprofit alliances and devoting remarkable time and energy to advancing their larger fields. They freely share wealth, expertise, talent, and power with the peers, not because they are saints, but because it’s in their self-interest to do so.

5.  Master the Art of Adaptation. While the organizations they featured are exceptionally adaptive, modifying their tactics is needed to increase their success. They responded to changing circumstances with one innovation after another. Along the way, they’ve made mistakes, and even produce some flops. But unlike many nonprofits, they have also mastered the ability to listen, learn, and modify their approach based on external cues allowing them to sustain their impact and stay relevant.

6.  Share Leadership. These CEOs are exceptionally strategic and gifted entrepreneurs, but they also know they must share power in order to be a stronger force for good. They distribute leadership throughout the organization and the nonprofit network-empowering others to lead. And they cultivate a strong second-in-command, build enduring executive teams of long tenure, and develop highly engaging boards in order to have more impact.

WAKE-UP CALL: How many of these traits does your nonprofit have?

On October 24, 2008, the Columbia School of Business held a conference titled “The Moment of Now: Market Innovations in Social Enterprise” to explore themes in the emerging sector of social enterprise. In this session on Cultivating Effective NGO-Business Partnerships, Gordon Peterson (second from left),  VP of Corporate Social Responsibility for The Timberland Company, squared off with two nonprofits: Allison Clements (left), Corporate Counsel for the Natural Resources Defense Council, and Kyle Cahill, Director of Corporate Engagement at the Environmental Defense (third from left), moderated by Alan Webber, Founder of Fast Company magazine.

Ever since EDF helped McDonald’s to go green with their packaging, both of these nonprofits have shed their “sue the bastards” stance and now with work corporations to help them green their businesses. This shift is in recognition of the large role that corporations play in our society. For example, the Wal-Mart supply chain encompasses 65,000 suppliers and constitutes the 20th largest economy in the world, so a change in their environmental policies can have a huge rippling effect down the line.

However, wary of being used for greenwashing, both NRDC and Environmental Defense only work with corporations that can provide a sustainable model of change that can be leveraged across an entire sector. EDF insists that the outcomes for the corporations they work with be verifiable, measurable, and replicable, in order to provide this industry-wide model.

Gordon addressed Timberland’s efforts to go green and their need for the practical know-how from environmental organizations and consultants. Their initiatives include internal programs such as Earthkeepers rewards to encourage employees to reduce the company’s 2006 energy usage levels by 50% in 2010, an initiative with Share Our Strength in which chefs wear Timberland shoes, and a carbon footprint labeling program to explain the manufacturing impact of their shoes to consumers, a particular initiative he hopes will inspire other manufacturers to adopt.

WAKE UP CALL: How can your business or nonprofit create methods for sustainability in a way that can provide a model for an entire industry?

Like all small business owners, juggling many balls often doesn’t leave time for the long-range planning necessary to grow the business. Going it alone, I longed for feedback from peers facing the same challenges. I found the answer to these two concerns in a peer mentoring group presided over by the aptly-named Ed Abel, president of the Abel Business Institute. The group consists of five small business owners in the same industry (four design firm principals and one writer), run by Ed, who challenges us to overcome our obstacles. On a monthly basis we gather to set our goals, track our progress and get answers to current issues we face. This forum has been invaluable in helping me grow Red Rooster Group, as well as develop cherished relationships with everyone in the group.

RESOURCE: www.abelbusinessinstitute.com

WAKE UP CALL: What are you doing to get peer feedback and track your goals?

The Nonprofit Resource Group meets monthly to foster connections between nonprofit consultants and to help each other grow our businesses. At the last meeting, Interim CEO Consultant, John Corwin, gave advice on how to create an giving and receiving referrals. Addressing the natural apprehension to call some one, he provided with these seven reasons people will take your call:

1. The relationship of the referrer.
2. It’s the only thing they will do that day that is risk free.
3. There is a mystique about helping people.
4. Be shameless about offering free food (breakfast, lunch or coffee) in exchange for free food.
5. People love to give advice.
6. People understand that networking is a life-long quest and two-way street.
7. You become a part of their network.

Red Rooster Group is a New York based graphic design firm that creates effective brands, websites, and marketing campaigns to increase your visibility, sales, and communications effectiveness. Contact us at info@redroostergroup.com.