There are people who think of work-life balance in a Utopian way — where work and life responsibilities are lines in the Zen garden of life. When those same people realize how fictionalized that image is, they often give up on the daydream and get back into the thick of their work. But it doesn't have to be this way!

In Spring 2010, I administered an informal survey as part of a Public Allies independent study project. I asked nonprofit professionals about their views on work-life balance and how it effects their day-to-day lives. I have to say, the results were pretty fascinating.

People responded in every way possible. Some outright claimed that their organizations hinged on staff being overworked and underpaid. Some acknowledged their efforts to make balance more a part of their supervision style. Others responded that balance is dependent on very personal practices.

So, how can nonprofit professionals realistically tackle work-life balance? Ultimately, it's a tight rope act. And, by thinking this way, we can begin to gain some much-needed perspective:

A strong foundation and set-up is crucial.

If the tight rope line and its supportive structures are too tight or rigid, it's hard to maintain your footing. You first fatigue from trying, then you ultimately fall off. On the other hand, if the line is too loose, it's tricky to orient yourself — you just can't trust where your…

Welcome to Research Friday! This week we welcome Marla Cornelius, co-author of Daring to Lead 2011: A National Study of Nonprofit Executive Leadership. If you're interested in learning more, this topic will be explored in more depth in the upcoming Daring to Lead 2011 brief: Inside the Executive Director Job, which you can find on the Daring to Lead website next month.

When asked what aspects of the executive director role leaders find most depleting, Daring to Lead respondents named human resources more often than any other job function. One-third of executives said that they do not spend enough time managing and developing staff. And, among all domains of leadership that the role requires (leading self, leading others, leading the organization, and leading externally), executives believe they are least effective when it comes to leading others.

In the words of one executive, personnel management is a "sucking bog."

Yet, executives also report enormous satisfaction in working with talented, dedicated, and inspiring staff members. Leaders are proponents of professional development, and the vast majority of them value shared leadership — meaning an approach that is both inclusive and collaborative, and shares decision making and authority with others throughout the organization.

Social media is a powerful marketing tool for businesses of all types, and it is especially useful for nonprofit organizations, which typically struggle more to reach a large audience on a tighter budget. Facebook is a leader in social media, with approximately 500 million users across various demographics. It's an especially valuable tool for nonprofits, since it's free and offers a large, accessible audience.

By using Facebook, nonprofits can connect with other organizations and reach supporters. They can raise money, recruit volunteers, or spread awareness about their cause. However, simply signing up for an account and posting some information about the organization is not enough to make Facebook an effective marketing tool. Here are a few tips for getting the most out of Facebook:

Create a Page, Not a Group

Organizations can't create a profile on Facebook — only a page or a group. Pages are essentially like personal profile pages for businesses, but they have more features and interactive options. Group pages are meant for smaller-scale interaction with a select group of people who have to join (or be invited to join) your group. Pages reach a larger audience and allow you to communicate on a broader scale. Through pages, you can publish content that will appear in the main news feed, send messages and other notifications to a large list of fans, and create interactive content. You can also get…

Welcome to Research Friday! As part of a continuing weekly series, each Friday we invite a nonprofit expert from our academic faculty to highlight a research report or study and discuss how it can inform and improve day-to-day nonprofit practice. We welcome your comments and feedback.

Thanks to the 100 people who took our nonprofit sector quiz! In the quiz, we asked a few questions about Arizona's largest nonprofit organizations, in terms of assets, grantmaking, and donations. Some of the answers may have surprised you, so let's talk about a few of those trickier questions.

Who grants the most?

The term grantmaker typically refers to a nonprofit organization that grants money to other nonprofits. Most of the grantmakers in Arizona are private foundations. Even though they're nonprofits, private foundations are a little bit different, legally, than other nonprofits. They file a different 990 form (the 990 PF) and are also subject to additional rules and taxes.

Arizona is home to over 1,000 private foundations, and, as most people answered correctly in the quiz, the largest is the Virginia G. Piper Charitable Trust. It's the biggest both in terms of assets and grants made in the past several…

"Your board is your destiny." You could have heard a pin drop when this simple, yet elegant answer was given to an apparently complex question.

When fundraising legend Jerry Panas was the featured presenter to a small group of nonprofit CEO's and board chairs in Phoenix, those in the room hung on his every word. I mean, why wouldn't they? Mr. Panas has raised something like a gazillion dollars through the years. In fact, with over thirty years of proven fundraising success, he certainly knows a little something about that complex question: "So, what is the board's role in fundraising?"

Your board is your destiny.

It's brilliant. It's brilliant because it's so true. It's also brilliant because it's compelling. Whatever your past accomplishments, whatever your organizational journey, be assured that the makeup of the group sitting around your board table is a direct precursor to where your organization will end up — for better or for worse.

Your board is your destiny.

It's shocking to me how many nonprofit boards are unaware of the power and importance they possess. Worse, some are outright shirking their primary responsibilities, leaving all faith (and important decisions) in the hands of their CEO. I mean all due respect to the abundance of massively talented leaders in the nonprofit community. But left alone, even the most…