James Abruzzo shares thoughtful insights on leadership, compensation, succession, and governance in the nonprofit and cultural sectors. His writing reflects decades of hands-on experience and academic analysis, bridging theory and practice for board members, CEOs, and sector professionals.
The ‘Hamilton’- Pence incident provoked another overwrought Trumpian bluster; but it’s also a case study about the ability of theater
A recent article by Boston Globe Spotlight reporter featured my comments on the complexities of nonprofit CEO compensation. There are
Ethical lens #12. We need an ethical code for the performing arts. We were always on the precipice, but we’ve
The Rutgers Institute for Ethical Leadership and Geraldine R. Dodge Foundation are pleased to announce that a new Rutgers Leadership
In my role as a nonprofit compensation consultant and contract negotiator, I am usually retained by CEO’s or boards to
Ensuring outstanding management leadership is arguably the single most important responsibility of the nonprofit board. The CEO, more than any
Holland Carter in his Museums and Morals essay in the New York Times conflates two important ideas about arts and
Recruiting and retaining a President is the major challenge facing the board of a zoo or aquarium. There are many
I am personally appealing to and challenging the arts leaders from underrepresented communities (that is, the communities that are not
A candid podcast series unpacking the legal and strategic dimensions of nonprofit CEO contracts.
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A nine-part podcast co-hosted with Svenja Kluckow exploring the six essential traits of great arts leaders and the tensions that shape nonprofit leadership today.
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