Meet Michael Brand, MNO
Michael Brand has raised millions, given away millions and despite his best intentions, probably wasted a million along the way. He knows the nonprofit community well, having lived on both sides of the street first as a nonprofit leader then as a philanthropist. In addition to his grantmaker experience, he’s tackled every leadership role imaginable: Board Chair, Director, Fundraiser, Volunteer, Donor, Advisor. And he’s done it not just in the USA but Europe and Australia as well.
Today, Michael infuses his speaking engagements, workshops, and coaching sessions with his passion for the role nonprofits play in creating a compassionate and civil society.
In addition, Michael is a keen observer of the trends that are just beginning to rock our world. If you thought the past 10 years were disruptive, wait till you see what’s coming in the next ten. When you work with Michael Brand you’ll be able to see over the horizon as well as position yourself for long-term success.
“A nonprofit sector influencer.” “Successful catalyst for igniting innovation and transformation.” “A dynamic speaker who is committed to developing entrepreneurial thinking and action in leaders.”
Are you passionate about your mission? Are you worried about where all this change is heading? Do you want to move from inertia to innovation? If you said ‘yes’ to any of these then you’re in the right place.
Creating Fiscal Sustainability & Restoring Funding
“If you still want to be in business in 2020 then you have to look for new ways of financing your agenda….dependence upon government contracts or large donors leaves you extremely vulnerable. To survive you have to seriously plan for social enterprise, joint operations, strategic alliances and other emerging ways to deliver services in the new environment.” Michael
Rekindling and Strengthening Leadership
“Old models of leadership are falling aside to make way for new thinking. Some of this change is driven by a wealth of creative, energetic talent flooding in from Generation X and Y. Another pressure point is the demands of the changing economy. Today’s leadership requires passion, open-mindedness and courage. Modern leaders need to adapt to this new environment.” Micheal
Developing and Improving Programming
“There are a wide variety of reasons for reinventing programming in a nonprofit…especially in today’s chaotic environment. However, there are several catalysts for reinvention that come up again and again. Each of my programs is custom-tailored to meet the needs and objectives of your organization and group.” Michael
Revitalizing Careers and Employee Enthusiasm
“The good news is that between 1980 and 2004 employee satisfaction grew at consistent rate…..the bad news is that trend has reversed….dramatically. Now less than 20% of the workforce is ‘engaged”, and on the other end 25% are openly disgruntled. That is a bad omen for your future productivity and economic growth.” Michael
“Improving employee morale benefits everyone at work. Boosting employee morale means that people will take more pride in their work, call in sick less often and be more productive. Happier employees mean happier employers, since the employer will not lose money due to inefficiency and lost time. I will show you how improving employee morale can be accomplished with some simple, consistent steps.” Michael
Driving Home a Message
“Sometimes you simply need an outside voice to drive your message home. Sometimes the old adage that the prophet is not welcome in his own home town rings so true. When you need a fresh face and fresh voice to drive your initiatives or trumpet your vision, I can help.” Michael
michael (at) michaelbrand (dot) org
We need to make public speaking a core competency throughout our organization. If you don’t believe me, will you believe the richest man alive? Warren Buffett once told a group of aspiring entrepreneurs he would pay those in the room $100,000 for 10 percent of their start-up. If they were good presenters, he would raise his bid by 50 percent because public speaking would make his ‘investment’ more valuable.read more
We become preoccupied by identifying what’s wrong and then pouring massive amounts of resources onto fixing “the problem”. But what if we were to take that same precious energy and used it to build upon what we do well? Might we benefit more by improving what we are doing right? Is there value in building upon strengths versus fixing weaknesses?read more
If there is one common complaint I hear from small business, it is the frustration of dealing with a huge volume of requests from charitable organizations. As one beleaguered storefront owner shared a recent Chamber of Commerce gathering, “I get 40 requests per month. That’s more than one per day. I can’t say yes to all, but don’t know how to pick and choose which ones are right for me”.read more
The destruction of the Space Shuttle, a plane crash in the Canary Islands and an ugly scandal at Penn State all have in common a human failing factor.
Before he could provide a vision of the future, MLK spent a decade preparing the ground by educating America about the problem of the present.read more
Firing someone is a painful and emotional experience. I hate it….hate, hate, hate. It’s a big blow to someone’s financial, emotional and personal life; but if you’re skittish about firing someone because of how it affects you, then you have no business being in a position of leadership. Double down on this if it’s a small nonprofit where you can afford no dead wood.read more
Hannah Arendt described the ‘Banality Of Evil‘ of the Nazi empire as one where a lot of really smart people – ordinary people – who accepted the premises of their state and therefore participated with the view their actions were normal. So much of the BS we accept in life we do so because we think it normal.read more
While corruption can kill a nonprofit, equally damaging can be the mere appearance of impropriety. Your image and reputation translate into community goodwill as well as cash…conflicts of interests put that at risk.read more
The Great Recession has shaken many of the assumptions held by those in charge. Since half of the EDs in America are 55 and older, this means the majority of our leaders cut their management teeth back in the 70s and early 80s, an age which valued basic administrative skill and virtually ignored creative leadership.read more