Social Enterprise Learning Toolkit (Leadership Module)
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This presentation features the Leadership Module of the Social Enterprise Learning Toolkit developed by Enterprising Non-Profits. The Toolkit offers a number of different learning modules and can be found on the enp website at www.enterprisingnonprofits.ca
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Social Enterprise Learning Toolkit (Leadership Module)
- 1. Leadership Module #2 Governance ■ Leadership ■ Blended Value Design ■ Products & Markets ■ Business Operations ■ Customer Relations ■ Marketing ■ Risk Analysis
- 11. Social enterprises are businesses operated by non-profits with the dual purpose of generating income by selling a product or service in the marketplace and creating a social, environmental or cultural value. Enterprising Non-Profits ( enp ) is a unique, collaborative program that promotes and supports social enterprise development and growth as a means to build strong non-profits and healthier communities. The program is supported by the following funding organizations: For more information on enp and different modules in the Social Enterprise Learning Toolkit please check out www.enterprisingnonprofits.ca
Editor's Notes
- It is important to have high-level commitment and enthusiasm before proceeding with a social purpose enterprise. (pg 1 TEF Section 4 document ) Leadership vs Management Leadership in SE..moving thru change and the “unknown” … inspire on a regular basis re: SE & blended value, creating culture
- Pull from Commitment to Integrity: Guiding Principles for nonprofits in the marketplace · CSOs must place their mission above all other considerations. The profit generated through enterprise activities should only be used to sustain mission-related activities and for reinvestment to build the enterprise itself. Profit should never be distributed to the Board of Directors or personnel of the CSO. · CSOs should be socially- and environmentallyresponsible in their enterprise activities. They should neither sell services or products that are harmful to people or the environment nor ally themselves with other organizations that do. · CSOs should manage their enterprise activities to simultaneously balance their “social bottom line” with their “financial bottom line.” Although sometimes short-run financial bottom line demands of the enterprise may require decisions that supercede the social bottom line, all business decisions should always ultimately uphold the long-term social objectives of the organization and the integrity of the CSO mission. on the mission-related activities of the organization.
- From: Building your Social Enterprise Team by Andy Horsnell (www.aperio.ca )
- Nonprofit leaders generally have less authority than their for-profit counterparts partly because they have to honor the disparate concerns of many more groups, each with a legitimate stake in the organization ’s mission and activities.
- Nonprofit leaders generally have less authority than their for-profit counterparts partly because they have to honor the disparate concerns of many more groups, each with a legitimate stake in the organization ’s mission and activities.