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people-operations

Minimum viable everything
Getting better as an arts organization doesn't always (or even often) mean getting bigger.
 • 
E. Andrew Taylor
3
The rise and stall of the nonprofit arts
The modern arts nonprofit evolved in an ecology of growth. It's time to evolve again.
 • 
E. Andrew Taylor
5
Is your workplace a pyramid or a wheel?
Johan Galtung defined two structures for collective action: thin-and-big (the pyramid) or thick-and-small (the wheel). Which describes your workplace?
4
The relentless rise of pseudo-productivity
Visible activity and physical exhaustion are not useful measures of valuable work.
 • 
E. Andrew Taylor
Outsourcing expertise
Sometimes, it's smart to hire outsiders. Sometimes, it's not.
 • 
E. Andrew Taylor
Minimum viable process
As a nonprofit arts organization, your business systems need to be as simple as possible…but not simpler.
 • 
E. Andrew Taylor
Do what you say you will do
Commitments are easier made than met. So do the math.
 • 
E. Andrew Taylor
1
Mission calisthenics
It's time to strengthen your nonprofit's readiness as well as your resolve.
Why boards get bored
How can the work of a nonprofit board be complex, consequential, and tedious all at the same time?
The sneaky curse of coordination costs
Teamwork makes the dream work, but it's expensive.
Crafting intuition
The human animal goes by guessing. We can learn to guess better.
Ownership and control
There are essentially three ways to structure organizational ownership and control. Choose wisely.
 • 
E. Andrew Taylor
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