Prepare yourself by checking your ego at the door. In his clever analysis in 501(3) Blues: Staying Sane in the Nonprofit Game, David Jenkins is not afraid to hold a critical mirror up to the management failings of some nonprofit organizations. Every nonprofit board member, staff member, executive director, or president would do well to reflect on his ideas. Jenkins expounds on the unfortunate, but all-too-frequent waste and abuse of time, money, and energy that leaves many nonprofit organizations weakened. He passionately urges board members and executive directors to "Do Your Job" and to implement intelligent business and management strategies —— without giving in to self-interest. He asserts, "The first crack in the foundation of a nonprofit organization is the misunderstanding of roles and authority...and the inevitable struggle for authority."

This book is worthwhile because it removes a veil of silence and compliance that hinders the positive results that nonprofit organizations can bring to their communities. Jenkins does not restrain himself from sharply criticizing the dysfunction in many organizations. The bulk of this book focuses on the misbehaviors of various board members that perpetuate executive director abuse. In fact, Jenkins argues that nonprofits can loose talented executive directors and staff because of wacky management practices. To make his points, he creatively uses humor, illustrations, past experiences as a board member and consultant, in addition to the insiders' perspectives of multiple board members, presidents, and executive directors. One of the most enjoyable aspects of this book is the responses he has gleaned from seasoned insiders to questions such as: "How many of your board members are worthy of their seat?" or "What common mistakes are made recruiting board members?" He holds them all accountable for securing the public's trust and support for organizations that do good work.

Jenkins contends that members of nonprofit organizations can work smarter. He also criticizes board members who do not acknowledge their lack of commitment and that they have become "deadwood." Self-judgment is paramount for the sake of the greater good of the organization, because it just may be time to step aside.

While this book is humorous, it is entirely serious about stating key problems and suggesting viable solutions. The passion and wisdom of Jenkins' words are generated from his experience in serving on both national and statewide boards, and in starting three new nonprofit organizations. His background in promotion and marketing for two years with a circus tour was reportedly excellent preparation for nonprofit management challenges!

This book is highly readable. It may, however, make some uncomfortable if they see themselves in these pages. Don't let Jenkins' rallying cry scare you from taking a critical look at your organization. Although it may be a jagged pill to swallow for some, this must read is just what the doctor ordered. The lessons within can only empower one's role within the nonprofit sector.

For citations to additional materials on this topic refer to the Literature of the Nonprofit Sector Online, using the subject headings "Nonprofit management-administration" or "Board members."