“When we assume we are separate, we build systems that reinforce that separateness.  When we assume we are interconnected and interdependent, we build systems that reinforce those connections.” 

Hildy Gottlieb’s new book  "The Pollyanna Principles" is a handbook for starting a revolution in social benefit organization design and practice, but it isn’t the revolution. What’s the catch? Well, it is going to take everyone, whether you are part of an organization or receive services from one, whether you are a philanthropist or a volunteer, whether you work for a for-profit business or are a community member. For social benefit organizations to truly “work” we all need to be part of the design, the process, the success. There are six core statements that represent The Pollyanna Principles and they include:

It's easier to come up with ideas and tell others to make them so, but you also need to roll up your sleeves and understand what it takes to make those ideas a reality. 

The distinction between leading and managing is a subject of ongoing debate. Leading is often characterized as the more glamorous job: leaders guide, influence, and inspire their people while managers implement ideas and get things done. But leaders who focus exclusively on coming up with big, vague ideas for others to implement can become disconnected from their team or organization. Avoid being a "big-picture only" leader.

Make decisions and develop strategies that take into account the real-world constraints of cost and time. Stay involved with the details of implementation. Sure it's easier to come up with ideas and tell others to make them so, but you also need to roll up your sleeves and understand what it takes to make those ideas a reality.