Management

The Pitfalls of Praise; Originally Published in the Stanford Social Innovation Review

The orignial publication can be accessed here.

Most nonprofit and social impact leaders share a belief in the positive potential of human beings. We seek to alleviate suffering and lift up the good in people. We advocate, champion, and care for the needs of others. So why don’t more of our workplaces reflect these core values and beliefs?

While our purpose in the sector is to empower others, we aren’t immune to limiting beliefs that permeate our educational and economic systems, namely “there isn’t room at the top for all of us.” This is an example of “scarcity thinking,” and without even realizing it, many managers in the social impact sector are steeped in it.