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Churchill's views would today seem prehistoric - he was against universal suffrage, for example. Likewise, the narrative suffers somewhat for having been written in a time of universal chauvenism. This does not detract from the book - it's always necessary to judge people relative to the times in which they lived, and Churchill's life took place in a time of immense social and military change.
It's clear that the author respects and admires Churchill, but not to the detriment of his objectivity. He does not gloss over Churchill's heavy drinking, lack of fashion sense, or child-like impatience. He does not dwell on them, either, instead moving quickly from story to story to give a sense of the personality of the man, not a detailed analysis of his political or social views.
This book is a fascinating glimpse at the man behind the legend. It's too bad it's been out of print for some time, but it's not too difficult to find used - I gather the book did well, so there's lots of copies out there.
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Robert L. Lewis
Copyright 2001 Aspen Publishers
300 pages
Reviewed by Norman OlshanskyPresident, NFP Consulting Resources Inc.
As a professional who has served as an executive director and consultant to many non profit organizations, I looked forward to reading Robert Lewis's book. Mr. Lewis has an impressive background as an attorney, board member, and chair of several organizations. More recently, he has served as a consultant to nonprofits and is an educator with the Mandel Center for Nonprofit Organizations at Case Western Reserve University.
Mr. Lewis has a very "folksy" way of telling his "lessons" about the trials and challenges of nonprofit leadership from the perspective of the board member and executive director. It is easy to relate to many of the examples he shares from the real world. He even shares several of his own consulting experiences to make his point.
He gives proper emphasis to the different roles and power relationships that exist between board members and the Executive. He debunks the myth of "partnership." Such cannot exit between non-equals, especially when the Board can fire the Executive but not vice versa. He follows up by giving tips on how to maximize effective working relationships and establish appropriate roles and responsibilities.
I especially liked his emphasis on the importance of being mission-driven.
He covers some very important issues such as:
Getting started on the right foot
Remembering roles
The nitty-gritty of the ED's job
Board Relations
Vision and Leadership
Accountability
He poses ten very good questions which should be asked of every board member to determine if they are serious and able to serve in a meaningful way. He also offers an appendix on tax compliance, accounting, and budgeting issues.
The strengths of the book, however, were diminished by the style of presentation and lack of depth of content. Mr. Lewis rambles on as a story teller, going off on tangents that are difficult to follow and often do not relate to the subject at hand. Readers will learn about Greek mythology, the Latin derivatives of words, and techniques of stage savvy. After all, he also has a vaudeville background.
He describes himself as a meandering octogenarian. He is someone I would love to meet and talk to about his experiences. Unfortunately, he misses the mark in this book -- not so much for what he says, but how he presents his material. If you are looking for a good book on nonprofit management, this is not one of the first ones to read. It is too rambling for the beginner and not substantive enough for the experienced veteran of nonprofit leadership.
For those readers who either serve as or work with a nonprofit chief executive, aspire to become one, or merely like to study these interesting creatures, along comes Robert Lewis to save the day. Effective Nonprofit Management: Essential Lessons for Executive Directors is a practical, informative, and often hilarious look at one of the most interesting and grueling jobs in the U.S. economy. Lewis brings extraordinary perspectives to this topic as a scholar of ancient Greek, a playwright, a teacher, a former lawyer, a former stage performer, and a gifted comedian. Most of all, he brings years of experience as a practitioner who has served on the governing boards of many organizations with different missions, structures, traditions, leaders, and cultures. The result is that I often found myself wondering whether Socrates, Mel Brooks, and Henry Kissinger might have sat down together to collaborate on this entertaining and educational set of lessons for nonprofit administrators.
Lewis wisely focuses on what will be one of the make-or-break performance measures in the tenure of any executive director -- his or her relationship with the governing board. His central premise is that "Your board will be able to provide you (the executive director) with the rational, consistent, high quality support to which you're entitled only when it has the tools for making good decisions." He also recognizes what too many non-practitioners don't get -- the executive director will play a profound role in the education, performance, and character of that board. His advice on how to exploit this reality is delivered with wit and wisdom, spiced with stories from his current work as a consultant, teacher, and administrator at the Mandel Center for Nonprofit Organizations of Case Western Reserve University; his past life as a Vaudeville performer and World War II soldier; and literary citations ranging from Zeus to Marx (Groucho that is).
One of Lewis's greatest gifts to the field is the way he debunks the mind-numbing myths and simple slogans that have characterized too much of the nonprofit management and governance literature to date. His well-developed sense of the absurd blends well with the ambiguities and paradoxes surrounding the rewarding (but often bizarre) experiences of millions of people reporting to, serving on, or working with the individuals who make up the board of a nonprofit organization. I have a feeling that I would have enjoyed this book almost as much even if I had not shared these experiences in multiple roles as a chief executive, trustee, administrator, and consultant. The author's insights about the interpersonal relationships and group dynamics embedded in every nonprofit organization are applicable to so many other parts of our lives as human beings.
As a child Einstein did not enjoy school at all. He usually daydreamed in class and was not interested in what the rest of the class was doing. He also hated the teachers and the way they taught. He thought they were like the military, strict and very unimaginative. Soon his family left for Italy and left Einstein behind to finish school. He became the class clown and was later expelled from school. The author tells all the things that Einstein went through as a child, as a young adult, and as a man.
What I liked about the book was all the theories, experiments, and the way the author describes everything so thoroughly. I recommend this book for people who are interested in famous American heroes or are just interested in Albert Einstein. I really hope you read this book.