more skilled than their counterparts in the public and private sectors.

That's because socially innovative organisations face greater

complexity. They must be more tightly managed and disciplined as they

balance an extraordinary diversity of stakeholder interests. A

not-for-profit chief executive is at risk of being crushed under the

weight of goodwill as he or she drives an organisation's strategic

direction and manages well-meaning expectations. In particular,

successful Third Sector leaders must be exceptional communicators, says

Peter Shergold, head of the Centre for Social Impact at the University

of New South Wales.