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13 minutes | Leadership & Talent | Grow a Social Enterprise, Manage a Social Enterprise

Successful Executive Transitions

This second article addresses steps five to seven, which happen after the top executive has decided to leave. 

13 minutes | Leadership & Talent | Grow a Social Enterprise, Manage a Social Enterprise

Successful Successions Begin with the End in Mind

Succession planning begins with the end in mind.  The leader’s leaving is not the end; in fact, it is also a new beginning – for the departing leader, for their successor, and most importantly, for the organization and all its people.

25 minutes | Employee Success Program | Manage a Social Enterprise

Alumni Services Promising Practices

A report documenting how 15 ESEs best support participant workers after they have graduated from the ESE program.

15 minutes | Operations | Grow a Social Enterprise, Manage a Social Enterprise

CRM Software Analysis

This presentation provides a user-friendly summary of research conducted on different types of CRM (Customer Relationship Management) software available on the market.

8 minutes | Employee Success Program | Manage a Social Enterprise

Financial Wellness Programming

Social enterprises can integrate financial wellness programming, both as a business and as a workforce program, to further increase the financial capabilities of the people they employ

11 minutes | Leadership & Talent | Grow a Social Enterprise, Manage a Social Enterprise

I Loved My Job – But Considered Leaving, More than Once

During my annual evaluations with my Board, I began giving transition signals, saying that I saw myself remaining in my CEO role for “no longer than five years.” Then it became “two to five years” …and then “about two years.”  Until one day, I said to my Board Chair and Vice-Chair, “I would like to leave in a year.”

8 minutes | Operations | Grow a Social Enterprise, Manage a Social Enterprise

Operations Improvement Playbook

This resource tailors its advice and guidance to early-stage ESEs, is designed with a “newly-onboarded COO of an ESE” in mind, and incorporates an organizational change management lens on operations improvement