In part one of our two-part post, Alex Sarian and I asked an important question:
In trying to keep up with for-profit ‘heavy-hitters’ that arguably boast of greater resources than the average nonprofit, from which of the three areas (quality, engagement, and partnerships), if at all, do you find yourself most cutting corners?
In light of a very recent and rather candid op-ed in The New York Times, we chose to spin our question to incorporate the story of Greg Smith, who this week boldly resigned from his position as executive director at Goldman Sachs after making startling connections between the “success” and the “community” of an organization; a connection that, in many ways, affects all of us who are surrounded by a culture in which we are asked to do more with less.
“…culture was always a vital part of Goldman Sachs’s success. It revolved around teamwork, integrity, a spirit of humility, and always doing right by our clients. The culture was the secret sauce that made this place great and allowed us to earn our clients’ trust for 143 years. It wasn’t just about making money; this alone will not sustain a firm for so long. It had something to do with pride and belief in the organization. I am sad to say that I look around today and see virtually no trace of the culture that made me love working for this firm for many years. I no longer have the pride, or the belief.” Read the rest of this entry »