No matter what the mission of a nonprofit organization may be, its success usually hinges on the ability of its leadership–the administration and the board members–to carry out its functions. (Of course, the same can be said of for-profit organizations, as well.) As a psychiatrist in NEVER SURRENDER–NEVER RETREAT states, “Why are you surprised that he is motivated by self interest, that he saw an opportunity and took it?...But the same people who are so competitive in the world of business don’t check their motivations at the door. They are still the same people.”
Travis College of Medicine and Nederlander Hospital had worked together for decades to build the most highly rated hospital and medical school in the area if not in all of Texas. But the arrival of a new CEO at the hospital brought about changes: Decisions were made without input from the school. The school brought in a new CEO who had grandiose ideas of how to modernize the school and the board decided to go it alone.
The school motto, NEVER SURRENDER–NEVER RETREAT, sums up the attitude of people from both institutions as they grow farther apart and egos override their ability and desire to consider the facts before going ahead. Needless to say, disaster is often the result.
The diverse cast of characters include outsiders (the new heads of both organizations), board members who have been in place for many, many years, influential people with inferiority complexes, people with a sense of entitlement, people who have difficulty dealing with people who are not like them, and people whose training for either administration or board positions is inadequate to allow them to fulfill their responsibilities as well as a few very competent people, such as the female Jewish Medical board member who tries to focus on economic realities. All of them truly believe they are doing what is best for their organization, though what is best for them may interfere.
Anyone who has ever served on a board may recognize many of the situations. Anyone who hasn’t had the opportunity as well as some who have done so, will learn about what not to do when undertaking the responsibility.
The first part of the book is heavier with some of the more technical issues. The last half delves more into personalities and relationships.
On the whole, the book is well-written. At first, I thought the situations seemed extreme until I reviewed some of my experiences in the nonprofit field (employee, board member, officer, master degree in nonprofit management) and decided it was too accurate, even if somewhat exaggerated at times.
I liked the cover illustration, especially the apple with the caduceus carved through the peel. This book was a review copy from Goodreads First Readers. ( )