So many organizations are still challenged to measure outcomes. Despite much interest, activity and outputs-based evaluation remains the norm. Knowing this, does encouraging the next step, i.e. valuing outcomes in financial terms, really seem like the right thing to do?

Part 4 of Mike's 5-part leadership series

Collaboration has surely become one of the all-time great buzzwords. Seemingly everyone aspires to be collaborative. Unfortunately, for every successful collaboration, there are dozens of "partnerships" and "alliances" that fail to achieve their potential.

In this fourth part of our series on social enterprise leadership, we share insights into how great coalitions are developed, and how they can provide structure to implement diverse strategies simultaneously, and the resilience to undertake long-term, complex projects—typical of those undertaken by social enterprises.

5 hurdles to overcome when assigning value to outcomes

While the concept of Social Impact Bonds (SIBs) jumped the Atlantic from Britain in 2011, it is taking its time to develop in Canada. Unlike American and Australian counterparts that are already testing the concept, SIBs seem to be increasingly discussed in Canada, but are not yet in the testing phase. Several links to recent conversations are provided at the end of this article.

Part 3 of Mike's 5-part leadership series

I like giving information interviews. (There. I’ve said it. If the phone now rings off the hook, it’s my own fault.) At least three times each week, a brave entrepreneur (for the record, I believe they’re all brave) sends me an email, or gives me a ring, to ask if they can “buy me a coffee” and “pick my brain” about their business. I make time for as many as I can.