Becoming a great nonprofit leader... what does it look like and how does one achieve it? The topic of leadership has been deliberated at great length. Books have been written and studies have been published, but the focus has primarily been on the private sector. And, let's face it: while there are similarities in the attributes needed in both the private and nonprofit sectors, there are also some distinct differences.

I've identified seven key areas of focus that are necessary to become a great nonprofit leader. I believe these attributes may be learned and practiced to produce a great leader — you don't have to be born with them to demonstrate great leadership! The seven key leadership competencies are:

Being clear on your mission and purpose as a leader means choosing to be part of an organization where you are passionate about the work. It's about being fully aligned with your organization with an unwavering commitment to its vision and mission.

Dedicating yourself to continuous learning is at the core of investing in yourself and others. Staying current on trends and insisting on creating work/life balance are also key components.

Thinking strategically involves partnering with a diverse mix of key stakeholders to determine the direction of the organization based on the current environment and what's possible. It's about flexing and adapting as opportunities…

Welcome to Research Friday! For this week's post, we welcome Angela Francis, Senior Associate, from Nonprofit Finance Fund to discuss NFF's recently released State of the Sector survey findings. We've had a great response thus far to Research Friday, our weekly series on nonprofit research. We welcome your comments, feedback, and suggestions!

At Nonprofit Finance Fund (NFF), we use data and capital to drive our work with nonprofits and their funders nationwide. One source of data informing this work is our annual State of the Sector Survey. Earlier this year, nearly 2,000 nonprofit leaders completed the survey, and the results help us to better understand and communicate the economic reality facing nonprofit practitioners on the ground. In a previous Research Friday post, I covered some key survey takeaways on the increased demand for services in 2011, and how this is communicated to funders. This week, I want to delve a little deeper into the survey responses that we received in another key area: cash available to manage risk.

As we work with clients, provide workshops, and present on nonprofit finance issues, one question pops up again and again: how much cash cushion should a nonprofit have? One of my NFF colleagues recently explained why the answer is different for every…

There are people who think of work-life balance in a Utopian way — where work and life responsibilities are lines in the Zen garden of life. When those same people realize how fictionalized that image is, they often give up on the daydream and get back into the thick of their work. But it doesn't have to be this way!

In Spring 2010, I administered an informal survey as part of a Public Allies independent study project. I asked nonprofit professionals about their views on work-life balance and how it effects their day-to-day lives. I have to say, the results were pretty fascinating.

People responded in every way possible. Some outright claimed that their organizations hinged on staff being overworked and underpaid. Some acknowledged their efforts to make balance more a part of their supervision style. Others responded that balance is dependent on very personal practices.

So, how can nonprofit professionals realistically tackle work-life balance? Ultimately, it's a tight rope act. And, by thinking this way, we can begin to gain some much-needed perspective:

A strong foundation and set-up is crucial.

If the tight rope line and its supportive structures are too tight or rigid, it's hard to maintain your footing. You first fatigue from trying, then you ultimately fall off. On the other hand, if the line is too loose, it's tricky to orient yourself — you just can't trust where your…

Welcome to Research Friday! This week we welcome Marla Cornelius, co-author of Daring to Lead 2011: A National Study of Nonprofit Executive Leadership. If you're interested in learning more, this topic will be explored in more depth in the upcoming Daring to Lead 2011 brief: Inside the Executive Director Job, which you can find on the Daring to Lead website next month.

When asked what aspects of the executive director role leaders find most depleting, Daring to Lead respondents named human resources more often than any other job function. One-third of executives said that they do not spend enough time managing and developing staff. And, among all domains of leadership that the role requires (leading self, leading others, leading the organization, and leading externally), executives believe they are least effective when it comes to leading others.

In the words of one executive, personnel management is a "sucking bog."

Yet, executives also report enormous satisfaction in working with talented, dedicated, and inspiring staff members. Leaders are proponents of professional development, and the vast majority of them value shared leadership — meaning an approach that is both inclusive and collaborative, and shares decision making and authority with others throughout the organization.

Social media is a powerful marketing tool for businesses of all types, and it is especially useful for nonprofit organizations, which typically struggle more to reach a large audience on a tighter budget. Facebook is a leader in social media, with approximately 500 million users across various demographics. It's an especially valuable tool for nonprofits, since it's free and offers a large, accessible audience.

By using Facebook, nonprofits can connect with other organizations and reach supporters. They can raise money, recruit volunteers, or spread awareness about their cause. However, simply signing up for an account and posting some information about the organization is not enough to make Facebook an effective marketing tool. Here are a few tips for getting the most out of Facebook:

Create a Page, Not a Group

Organizations can't create a profile on Facebook — only a page or a group. Pages are essentially like personal profile pages for businesses, but they have more features and interactive options. Group pages are meant for smaller-scale interaction with a select group of people who have to join (or be invited to join) your group. Pages reach a larger audience and allow you to communicate on a broader scale. Through pages, you can publish content that will appear in the main news feed, send messages and other notifications to a large list of fans, and create interactive content. You can also get…