Nonprofits are all experiments of arrogance. None are finished products, nor should they be.
Championing a cause is an onion-peeling exercise of conceit, intended to solve hard problems.
Conceits share a common trait. When closely-held, personally-motivated core values are involved, arrogances can serve as both driver and hindrance. And they can save or kill your nonprofit.
Let’s say that you have a colleague who believes that the intention of a program speaks to the heart of the mission. But the program is costly, inefficient, and glorifies the colleague more than the nonprofit.
Your colleague’s investment is in a program that isn’t serving the mission. But your colleague is a charismatic leader who believes that the program just needs more of the organization’s limited resources to work.
Attack the program (and your colleague’s values) or let it be?