The Social Entrepreneur's Handbook: How to Start, Build, and Run a Business That Improves the World
Make the business of society your business
No one knows the business of social entrepreneurship better than Rupert Scofield. Cofounder and president of FINCA International―a nonprofit microfinancing institution with 7,000 employees serving 750,000 customers in 21 countries―Scofield has been a social entrepreneur for 40 years.
In The Social Entrepreneur’s Handbook, Scofield leads you through the entire process of starting up and running a nonprofit, sharing personal success stories and advice on what not to do―valuable lessons he learned the hard way. The process, while risky, isn’t as difficult as you might think. Practically speaking, you need only two things: an idea and a plan. The former comes from you and you alone. This book supplies the latter.
The Social Entrepreneur’s Handbook illuminates the path to building a successful nonprofit from the ground up. You’ll learn how to:
- Create a realistic plan for getting started in your chosen cause
- Assemble the perfect team for putting your plan into action―and keeping it rolling in the right direction
- Develop a business model specifically designed to run a nonprofit organization
- Keep yourself, your staff, and your cause in solid financial shape
One of the many beauties of social entrepreneurship is that it’s never too late to start. You can be right out of school or working in the highest ranks of corporate America. It doesn’t matter. Social entrepreneurship begins with a noble cause, which turns into a passion, and soon becomes a mission worth dedicating your life to.
The Social Entrepreneur’s Handbook is the one and only resource you will need to attain your dream of working full-time in service to others―and making a real, measurable difference in the world.
generation, the children, from being condemned to live in poverty as their parents and grandparents did. Bob is hooked. At the next board meeting, energized by what he has seen in the field and excited by FINCA’s potential, Bob announces that “it’s time to get real.” Recognizing his younger brother’s Achilles’ heel as a manager, Bob fronts the money for them to hire an executive director. It is this poor soul’s job to bring focus to the wild gyrations of Bob’s younger brother as he criss-crosses
ask the candidates to describe for me their greatest accomplishment, I ask the opposite: What was their greatest failure? If they hem and haw and say, “I can’t really think of one”; describe a failure that they attribute to forces beyond their control; or give you the classic failure that is actually a success (“I once made the firm so much money everyone got jealous of me”), watch out. If they can’t admit they have made mistakes in their career, then, ipso facto, they can’t learn from them, and
years so that the resources you have spent on training will not be wasted. So your goal for your manager could be: “Train one hundred credit officers who have an average portfolio of $50,000 and a portfolio at risk of less than 3 percent, with an employee retention rate of 80 percent.” Would a result like this make you happy? If yes, that’s your goal. Darwin’s main point about inspection and feedback is that employees watch carefully what their bosses pay attention to. If bosses put something on
people who built them. Common sense should have told the bankers that “Ninja borrowers”—No Income, No Job—would not be able to pay off a mortgage, especially when the variable rate went from 5 percent to 15 percent. But, hey, the model said everything would be OK! Risk management, if not deployed in lieu of common sense, is an important tool in creating a sound control environment. At FINCA, we do a top-down assessment by the management team of the risks we believe are out there, and we put this
and could disable his lies as fast as Pancho manufactured them. The most important thing to learn from the enemy within is that, if you allow him to win, take even one trick, he will only grow stronger. People naturally gravitate to the person who delivers the results they seek. You need to make sure that person is you. Finally, if you detect a movida within the ranks, don’t make the mistake of thinking that you can rise above it, take the high road, and it will go away of its own accord. If