Managing to Change the World by Alison Green & Jerry Hauser Summary

Managing to Change the World provides actionable strategies for nonprofit leaders to drive social impact through effective management. It focuses on delegation, goal accountability, team development, and creating results-oriented cultures, with tools like SMARTIE goals, feedback scripts, and equitable hiring practices. The book emphasizes translating vision into measurable outcomes while maintaining staff engagement.

Nonprofit managers, social impact leaders, and organizational directors seeking to improve team performance will benefit most. It’s also valuable for new managers learning to delegate effectively and experienced leaders refining equity-focused practices. The book’s templates and case studies cater to those committed to sustainable, data-driven change.

Yes—the book is praised for its practicality, with 41 tools like project plans and interview scripts. Readers highlight its clear frameworks for avoiding micromanagement, addressing bias, and fostering accountability. Its nonprofit focus makes it a standout resource compared to generic management guides.

It advocates for SMARTIE goals: Strategic, Measurable, Ambitious, Realistic, Time-bound, Inclusive, and Equitable. This approach ensures goals align with organizational missions while promoting fair outcomes. Examples include reducing program delivery timelines by 20% or diversifying staff recruitment pipelines.

The book teaches ownership delegation: assigning broad responsibilities (e.g., “lead community outreach”) instead of narrow tasks. Managers should provide clarity on expectations (“what”) while allowing staff autonomy on methods (“how”). Tools include one-page role descriptions and check-in templates to track progress without micromanaging.

It integrates equity into hiring, feedback, and decision-making. Strategies include structured interview rubrics to reduce bias and “stay/exit” conversations to retain diverse talent. The training modules emphasize creating cultures where staff from marginalized backgrounds can thrive.

• Use specific, behavior-focused language (e.g., “Submit reports by Thursday” vs. “Be more responsible”).
• Balance positive and constructive feedback in recurring check-ins.
• Frame feedback around organizational impact: “Late submissions delay grant applications, affecting our funding”

While The First 90 Days focuses on transitioning leaders, Green’s book offers nonprofit-specific tactics for sustained management. It provides more tools for equitable team-building and quantifiable goal-setting, making it better suited for mission-driven organizations.

Some note its nonprofit focus limits applicability to corporate managers. Others desire more case studies on global NGOs. However, its principles—like SMARTIE goals and ownership delegation—are widely adaptable.

The book’s check-in templates and digital project planners (e.g., Asana or Trello integrations) help remote managers track progress. Tips include scheduling virtual “walkarounds” to maintain team cohesion and using shared dashboards for transparent goal-tracking.

• “Your job isn’t to do the work—it’s to ensure the work gets done.”
• “Goals without equity are just quotas.”
• “Feedback is a gift when it’s clear, kind, and tied to impact”

Yes: 10+ tools like interview scorecards, role-specific question banks, and equity audit checklists. These help managers identify top talent while minimizing unconscious bias. Examples include “culture-fit” rubrics prioritizing adaptability over homogeneity.