“Give Me A Lever Long Enough, And I Alone Can Change The World”--Archimedes

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. No longer content to rely on traditional notions of charity or to see the private sector as the enemy, great nonprofits find ways to work with markets and help business “do well while doing good.” Habitat mobilizes hundreds of corporate partners in its quest to end poverty housing, from Home Depot, which contributes supplies like lumber and power tools to build sites, to Whirlpool, which promises to put clothes washing machines and dryers in Habitat homes. Beyond garnering in-kind donations, Habitat is changing the way these companies operate by mobilizing teams of corporate volunteers to pick up hammers and join the home-building movement. It has become an effective employee recruitment and retention strategy for corporations, as staff members are motivated and inspired by their corporate-sponsored volunteer efforts. Leading social change groups don’t want simply to apply social Band-Aids, but rather to attack and eliminate the root causes of social ills. 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 in emotional experiences that help them connect to the group’s mission and core values. Habitat for Humanity has aced this practice; its home-building projects are natural ways for its volunteers to perform meaningful, handson work that bear immediate, visible results. These volunteers become so inspired that they spread the word among their circles of friends, church groups, synagogs, corporations, and other networks. It’s a virtuous cycle. 4. Nurture nonprofit networks. Although most nonprofits pay lip service to collaboration, many of them really see other groups as competition for scarce resources. But high-impact organizations help the competition succeed, building networks of nonprofit allies and devoting remarkable time and energy to advancing their larger field. Habitat for Humanity tapped into the worldwide network of religious organizations and nonprofit groups that want to make a difference, establishing affiliates in partnership with existing organizations and building out their programs from there. 5. Master the art of adaptation. Successful social change requires that nonprofits listen, learn, and modify their strategies based on external cues and internal evaluation. Even Habitat, which in the beginning refused to accept government funding and shied away from policy reform, changed its ways over time. When the federal AmeriCorps program presented an opportunity to attract hundreds of thousands more volunteers into the housing movement, Habitat joined the program, accepting government support and significantly expanding its ranks of volunteers. They adapted, and did so because the change allowed them to achieve greater results. 6. Share leadership. Habitat founder and CEO Millard Fuller, and his successor, Jonathan Reckford, ooze charisma. But they also know they must inspire leadership in others if their organization is to become a stronger force for good. They distribute leadership throughout their organization and their networks of religious and nonprofit groups—empowering others to take action. http://changethis.com/40.01.ChangeWay/download [Proofreader’s note: this article was edited for spelling and typos on November 28, 2007]

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