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Biography

Kellogg School of Management
Clinical Professor of Management, Director of Nonprofit Executive Education

Liz Livingston Howard is a graduate of Northwestern University and holds an MBA degree from the Kellogg School of Management at Northwestern. Ms. Howard is the Director of Kellogg's Nonprofit Management Executive Education programs and a Clinical Professor of Management. She developed and teaches curriculum for MBA students and nonprofit executives. Ms. Howard serves as the Academic Director for a variety of nonprofit executive education courses and has designed several custom executive education programs.

Previously, she served as Assistant Dean for Development for Kellogg from 1994 to 2003. In that role, she was responsible for the fundraising activities of the Kellogg School including alumni and individual solicitation, corporate and foundation grants. She was involved with the $1.4 billion Campaign Northwestern. During her tenure, total giving to the school increased 100% and the Kellogg School raised over $100 million for significant objectives in Campaign Northwestern.

Prior to joining the Kellogg School, Ms. Howard served as a fundraising consultant with Charles R. Feldstein & Company, based in Chicago. Her additional development work was as Director of Development for the Chicago Tourism Council/Mayor's Office of Tourism for the City of Chicago and as the first Director of Development for Regina Dominican High School, Wilmette, Illinois.

Outside of her professional responsibilities, Ms. Howard has been involved with a number of philanthropic organizations in Chicago. She was selected as a Leadership Greater Chicago Fellow to participate in a unique, year-long venture to deepen the understanding of greater Chicago, thereby enhancing the future quality of civic and community leadership. In addition, she served as the founding chairman of the Chicago Community Trust Young Leaders Fund, an endowment fund established in 1994 by young professionals in Chicago to educate them about grant-making and the value of philanthropy.

Currently, she serves as Secretary of the 100 Club of Chicago, providing financial assistance to the families of first responders killed in the line of duty in Cook County, Secretary of the Irish Fellowship Club of Chicago, and a member of the Women's Board of Northwestern University. She has provided consulting services for local nonprofits in the areas of fundraising, marketing, strategic planning, and board governance.

Areas of Expertise Arts Management
Fundraising
Nonprofit Governance
Nonprofit Management

Education MBA, 1993, Kellogg School of Management, Northwestern University

B.A., 1986, Northwestern University

Academic Positions Clinical Professor of Management, Kellogg School of Management, Northwestern University, 2016-present

Clinical Associate Professor of Management, Kellogg School of Management, Northwestern University, 2013-2016

Other Professional Experience Director of Nonprofit Executive Education, Northwestern University, 2013-present

Associate Director, Northwestern University, 2005-2009

Assistant Dean, Director of Development, Northwestern University, 1994-2003

Director of Development, City of Chicago, 1990-1991

Consultant, CHARLES R. FELDSTEIN & COMPANY, 1991-1994

Director of Development, Regina Dominican High School, 1986-1990

Education Academic Positions Other Professional Experience

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Cases

Howard, Liz Livingston. 2011. Leadership and Vision at Barrington United Methodist Church (A). Case 5-211-258(A).

“The building is gone but the Church is still here” was the immediate thought of Pastor Jim Wilson as he watched his church structure burn to the ground in 1998. Pastor Wilson realized that as the leader of the congregation, he needed to take action to manage the crisis and to lead his congregation to a new vision of the future that might be quite different than the past. His choice of leadership style, his gathering a team of leaders around him and his creation of a strong vision for the future are lessons that nonprofit and for-profit leaders can learn from through this case. The case chronicles the story of leadership and change management that led BUMC from the ashes to a new building and a strong, growing congregation.

The case brings to light several critical issues in nonprofit management: change management, leadership and vision, changing demographics and environment, and crisis management.

Howard, Liz Livingston and Sachin Waikar. 2010. Creating a Culture of Empowerment and Accountability at St. Martin de Porres High School (B). Case 5-410-755(B) (KEL515).

Change is hard for all but perhaps more difficult for school leaders and other nonprofit organizations. The role that culture plays in a mission-driven organization can often be an impediment to change. This case uses a unique education institution, St. Martin dePorres School of the Cristo Rey Network, to illustrate the importance of culture in implementing change. It demonstrates how leaders can articulate a vision and create a strategy to change an organization and move toward success.

The case focuses on the leadership team of Principal Mike Odiotti and Assistant Principal Judy Seiberlich and how they used cultural change as the key driver to school success. That success was defined by improved academic performance, greater accountability for students, teachers and staff and stronger empowerment of constituents. It includes an overview of how the school’s leadership team used data to drive decision making.

This case is ideal for MBA students, executives in nonprofit management or school leadership and can be used to illustrate change management, nonprofit leadership, culture change, mission-driven strategy or school leadership. It addresses critical issues that organizations face and provides tools and tactics that can be applied to mission-driven enterprises.

Howard, Liz Livingston. 2009. The Changing of the Guard: Planning for Succession at Madison Children's Foundation (B). Case 5-309-502(B) (KEL438).

In mid-2008, David Miller, the CEO of the Madison Children’s Foundation (MCF), is beginning to contemplate the future of the organization. As the founding CEO, Miller has been the face of MCF since its inception in 1993. The foundation has a strong track record of success and has established a reputation as a “change maker” and “partner” in the community, having made grants of more than $60 million to local organizations. Although its grant-making has increased, MCF’s staff has not grown over time. The board has changed composition over the past six years, adding more community residents and “working” board members. The board succession plan is fairly well organized, with a nominating committee and a good understanding of skill sets needed and the expectations for board members. However, there is no CEO succession plan. Board members have been raising the question in a non-confrontational manner for the past two or three years, and now Miller believes the time has come to create a CEO succession strategy for MCF.

The critical questions raised by this case include:
- What roles do/should CEOs and boards play in initiating and implementing a leadership succession process? - How does the implementation of a leadership succession process affect the senior staff at an organization? - How should external stakeholders be engaged in the leadership succession process?

Howard, Liz Livingston and Sachin Waikar. 2010. Creating a Culture of Empowerment and Accountability at St. Martin de Porres High School (A). Case 5-410-755(A) (KEL514).

Change is hard for all but perhaps more difficult for school leaders and other nonprofit organizations. The role that culture plays in a mission-driven organization can often be an impediment to change. This case uses a unique education institution, St. Martin dePorres School of the Cristo Rey Network, to illustrate the importance of culture in implementing change. It demonstrates how leaders can articulate a vision and create a strategy to change an organization and move toward success.

The case focuses on the leadership team of Principal Mike Odiotti and Assistant Principal Judy Seiberlich and how they used cultural change as the key driver to school success. That success was defined by improved academic performance, greater accountability for students, teachers and staff and stronger empowerment of constituents. It includes an overview of how the school’s leadership team used data to drive decision making.

This case is ideal for MBA students, executives in nonprofit management or school leadership and can be used to illustrate change management, nonprofit leadership, culture change, mission-driven strategy or school leadership. It addresses critical issues that organizations face and provides tools and tactics that can be applied to mission-driven enterprises.

Shumate, Michelle, Liz Livingston Howard and Sachin Waikar. 2014. Driving Strategic Change at The Junior League (B). Case 5-413-760(B) (KEL817).

“Driving Strategic Change at the Junior League (A)” describes a troubled organizational environment. Challenges included a dissatisfied membership, declining membership numbers, a large diversity among local leagues, and limited resources to meet the organization’s overall objectives. The case describes a “participatory roadmap” approach, drawing on the insights of comprehensive research, and highlights a strategic-change approach that focuses on participation and local-level flexibility.

The (B) case examines how the Association of Junior Leagues International (AJLI) took initial steps to implement the participatory roadmap. Through a purposeful messaging strategy that involved many targets and various modes of communication, AJLI leaders sought to influence and inform active members, sustainers, and their local leaders. Further, through the use of design teams, AJLI gained deep insight into the ways that implementation might vary across local leagues. Finally, these design teams enabled AJLI to make initial gains in membership and develop a cross-league learning community.

Howard, Liz Livingston and Matthew Shaw. 2007. Dream Big Academy Charter Schools (B). Case 5-306-502(B) (KEL338).

This case examines the leadership challenges associated with budget shortfalls in a young nonprofit organization. The school leader must decide how to close the budget gap and implement the decision. Case A focuses on the decision making process and the associated communication between the school leaders and the teaching staff. The staff is dissatisfied with the decision and writes a letter of complaint to the Board of Directors. Case B focuses on the Board of Directors’ reaction to the letter and the situation’s resolution. This case is useful for helping students understand the importance of communicating effectively with multiple stakeholders to achieve success. Students will also learn the importance of a strong CEO-Board partnership.

Howard, Liz Livingston. 2011. Leadership and Vision at Barrington United Methodist Church (B). Case 5-211-258(B).

“The building is gone but the Church is still here” was the immediate thought of Pastor Jim Wilson as he watched his church structure burn to the ground in 1998. Pastor Wilson realized that as the leader of the congregation, he needed to take action to manage the crisis and to lead his congregation to a new vision of the future that might be quite different than the past. His choice of leadership style, his gathering a team of leaders around him and his creation of a strong vision for the future are lessons that nonprofit and for-profit leaders can learn from through this case. The case chronicles the story of leadership and change management that led BUMC from the ashes to a new building and a strong, growing congregation.

The case brings to light several critical issues in nonprofit management: change management, leadership and vision, changing demographics and environment, and crisis management.

Howard, Liz Livingston. 2009. The Changing of the Guard: Planning for Succession at Madison Children's Foundation (A). Case 5-309-502(A) (KEL437).

In mid-2008, David Miller, the CEO of the Madison Children’s Foundation (MCF), is beginning to contemplate the future of the organization. As the founding CEO, Miller has been the face of MCF since its inception in 1993. The foundation has a strong track record of success and has established a reputation as a “change maker” and “partner” in the community, having made grants of more than $60 million to local organizations. Although its grant-making has increased, MCF’s staff has not grown over time. The board has changed composition over the past six years, adding more community residents and “working” board members. The board succession plan is fairly well organized, with a nominating committee and a good understanding of skill sets needed and the expectations for board members. However, there is no CEO succession plan. Board members have been raising the question in a non-confrontational manner for the past two or three years, and now Miller believes the time has come to create a CEO succession strategy for MCF.

The critical questions raised by this case include:
- What roles do/should CEOs and boards play in initiating and implementing a leadership succession process? - How does the implementation of a leadership succession process affect the senior staff at an organization? - How should external stakeholders be engaged in the leadership succession process?

Shumate, Michelle, Liz Livingston Howard and Sachin Waikar. 2014. Driving Strategic Change at The Junior League (A). Case 5-413-760(A) (KEL816).

“Driving Strategic Change at the Junior League (A)” describes a troubled organizational environment. Challenges included a dissatisfied membership, declining membership numbers, a large diversity among local leagues, and limited resources to meet the organization’s overall objectives. The case describes a “participatory roadmap” approach, drawing on the insights of comprehensive research, and highlights a strategic-change approach that focuses on participation and local-level flexibility.

The (B) case examines how the Association of Junior Leagues International (AJLI) took initial steps to implement the participatory roadmap. Through a purposeful messaging strategy that involved many targets and various modes of communication, AJLI leaders sought to influence and inform active members, sustainers, and their local leaders. Further, through the use of design teams, AJLI gained deep insight into the ways that implementation might vary across local leagues. Finally, these design teams enabled AJLI to make initial gains in membership and develop a cross-league learning community.

Howard, Liz Livingston and Matthew Shaw. 2007. Dream Big Academy Charter Schools (A). Case 5-306-502(A) (KEL337).

This case examines the leadership challenges associated with budget shortfalls in a young nonprofit organization. The school leader must decide how to close the budget gap and implement the decision. Case A focuses on the decision making process and the associated communication between the school leaders and the teaching staff. The staff is dissatisfied with the decision and writes a letter of complaint to the Board of Directors. Case B focuses on the Board of Directors’ reaction to the letter and the situation’s resolution. This case is useful for helping students understand the importance of communicating effectively with multiple stakeholders to achieve success. Students will also learn the importance of a strong CEO-Board partnership.

Howard, Liz Livingston. 2011. Leadership and Vision at Barrington United Methodist Church (A). Case 5-211-258(A).

“The building is gone but the Church is still here” was the immediate thought of Pastor Jim Wilson as he watched his church structure burn to the ground in 1998. Pastor Wilson realized that as the leader of the congregation, he needed to take action to manage the crisis and to lead his congregation to a new vision of the future that might be quite different than the past. His choice of leadership style, his gathering a team of leaders around him and his creation of a strong vision for the future are lessons that nonprofit and for-profit leaders can learn from through this case. The case chronicles the story of leadership and change management that led BUMC from the ashes to a new building and a strong, growing congregation.

The case brings to light several critical issues in nonprofit management: change management, leadership and vision, changing demographics and environment, and crisis management.

Howard, Liz Livingston and Sachin Waikar. 2010. Creating a Culture of Empowerment and Accountability at St. Martin de Porres High School (B). Case 5-410-755(B) (KEL515).

Change is hard for all but perhaps more difficult for school leaders and other nonprofit organizations. The role that culture plays in a mission-driven organization can often be an impediment to change. This case uses a unique education institution, St. Martin dePorres School of the Cristo Rey Network, to illustrate the importance of culture in implementing change. It demonstrates how leaders can articulate a vision and create a strategy to change an organization and move toward success.

The case focuses on the leadership team of Principal Mike Odiotti and Assistant Principal Judy Seiberlich and how they used cultural change as the key driver to school success. That success was defined by improved academic performance, greater accountability for students, teachers and staff and stronger empowerment of constituents. It includes an overview of how the school’s leadership team used data to drive decision making.

This case is ideal for MBA students, executives in nonprofit management or school leadership and can be used to illustrate change management, nonprofit leadership, culture change, mission-driven strategy or school leadership. It addresses critical issues that organizations face and provides tools and tactics that can be applied to mission-driven enterprises.

Howard, Liz Livingston. 2009. The Changing of the Guard: Planning for Succession at Madison Children's Foundation (B). Case 5-309-502(B) (KEL438).

In mid-2008, David Miller, the CEO of the Madison Children’s Foundation (MCF), is beginning to contemplate the future of the organization. As the founding CEO, Miller has been the face of MCF since its inception in 1993. The foundation has a strong track record of success and has established a reputation as a “change maker” and “partner” in the community, having made grants of more than $60 million to local organizations. Although its grant-making has increased, MCF’s staff has not grown over time. The board has changed composition over the past six years, adding more community residents and “working” board members. The board succession plan is fairly well organized, with a nominating committee and a good understanding of skill sets needed and the expectations for board members. However, there is no CEO succession plan. Board members have been raising the question in a non-confrontational manner for the past two or three years, and now Miller believes the time has come to create a CEO succession strategy for MCF.

The critical questions raised by this case include:
- What roles do/should CEOs and boards play in initiating and implementing a leadership succession process? - How does the implementation of a leadership succession process affect the senior staff at an organization? - How should external stakeholders be engaged in the leadership succession process?

Howard, Liz Livingston and Sachin Waikar. 2010. Creating a Culture of Empowerment and Accountability at St. Martin de Porres High School (A). Case 5-410-755(A) (KEL514).

Change is hard for all but perhaps more difficult for school leaders and other nonprofit organizations. The role that culture plays in a mission-driven organization can often be an impediment to change. This case uses a unique education institution, St. Martin dePorres School of the Cristo Rey Network, to illustrate the importance of culture in implementing change. It demonstrates how leaders can articulate a vision and create a strategy to change an organization and move toward success.

The case focuses on the leadership team of Principal Mike Odiotti and Assistant Principal Judy Seiberlich and how they used cultural change as the key driver to school success. That success was defined by improved academic performance, greater accountability for students, teachers and staff and stronger empowerment of constituents. It includes an overview of how the school’s leadership team used data to drive decision making.

This case is ideal for MBA students, executives in nonprofit management or school leadership and can be used to illustrate change management, nonprofit leadership, culture change, mission-driven strategy or school leadership. It addresses critical issues that organizations face and provides tools and tactics that can be applied to mission-driven enterprises.

Shumate, Michelle, Liz Livingston Howard and Sachin Waikar. 2014. Driving Strategic Change at The Junior League (B). Case 5-413-760(B) (KEL817).

“Driving Strategic Change at the Junior League (A)” describes a troubled organizational environment. Challenges included a dissatisfied membership, declining membership numbers, a large diversity among local leagues, and limited resources to meet the organization’s overall objectives. The case describes a “participatory roadmap” approach, drawing on the insights of comprehensive research, and highlights a strategic-change approach that focuses on participation and local-level flexibility.

The (B) case examines how the Association of Junior Leagues International (AJLI) took initial steps to implement the participatory roadmap. Through a purposeful messaging strategy that involved many targets and various modes of communication, AJLI leaders sought to influence and inform active members, sustainers, and their local leaders. Further, through the use of design teams, AJLI gained deep insight into the ways that implementation might vary across local leagues. Finally, these design teams enabled AJLI to make initial gains in membership and develop a cross-league learning community.

Howard, Liz Livingston and Matthew Shaw. 2007. Dream Big Academy Charter Schools (B). Case 5-306-502(B) (KEL338).

This case examines the leadership challenges associated with budget shortfalls in a young nonprofit organization. The school leader must decide how to close the budget gap and implement the decision. Case A focuses on the decision making process and the associated communication between the school leaders and the teaching staff. The staff is dissatisfied with the decision and writes a letter of complaint to the Board of Directors. Case B focuses on the Board of Directors’ reaction to the letter and the situation’s resolution. This case is useful for helping students understand the importance of communicating effectively with multiple stakeholders to achieve success. Students will also learn the importance of a strong CEO-Board partnership.

Howard, Liz Livingston. 2011. Leadership and Vision at Barrington United Methodist Church (B). Case 5-211-258(B).

“The building is gone but the Church is still here” was the immediate thought of Pastor Jim Wilson as he watched his church structure burn to the ground in 1998. Pastor Wilson realized that as the leader of the congregation, he needed to take action to manage the crisis and to lead his congregation to a new vision of the future that might be quite different than the past. His choice of leadership style, his gathering a team of leaders around him and his creation of a strong vision for the future are lessons that nonprofit and for-profit leaders can learn from through this case. The case chronicles the story of leadership and change management that led BUMC from the ashes to a new building and a strong, growing congregation.

The case brings to light several critical issues in nonprofit management: change management, leadership and vision, changing demographics and environment, and crisis management.

Howard, Liz Livingston. 2009. The Changing of the Guard: Planning for Succession at Madison Children's Foundation (A). Case 5-309-502(A) (KEL437).

In mid-2008, David Miller, the CEO of the Madison Children’s Foundation (MCF), is beginning to contemplate the future of the organization. As the founding CEO, Miller has been the face of MCF since its inception in 1993. The foundation has a strong track record of success and has established a reputation as a “change maker” and “partner” in the community, having made grants of more than $60 million to local organizations. Although its grant-making has increased, MCF’s staff has not grown over time. The board has changed composition over the past six years, adding more community residents and “working” board members. The board succession plan is fairly well organized, with a nominating committee and a good understanding of skill sets needed and the expectations for board members. However, there is no CEO succession plan. Board members have been raising the question in a non-confrontational manner for the past two or three years, and now Miller believes the time has come to create a CEO succession strategy for MCF.

The critical questions raised by this case include:
- What roles do/should CEOs and boards play in initiating and implementing a leadership succession process? - How does the implementation of a leadership succession process affect the senior staff at an organization? - How should external stakeholders be engaged in the leadership succession process?

Shumate, Michelle, Liz Livingston Howard and Sachin Waikar. 2014. Driving Strategic Change at The Junior League (A). Case 5-413-760(A) (KEL816).

“Driving Strategic Change at the Junior League (A)” describes a troubled organizational environment. Challenges included a dissatisfied membership, declining membership numbers, a large diversity among local leagues, and limited resources to meet the organization’s overall objectives. The case describes a “participatory roadmap” approach, drawing on the insights of comprehensive research, and highlights a strategic-change approach that focuses on participation and local-level flexibility.

The (B) case examines how the Association of Junior Leagues International (AJLI) took initial steps to implement the participatory roadmap. Through a purposeful messaging strategy that involved many targets and various modes of communication, AJLI leaders sought to influence and inform active members, sustainers, and their local leaders. Further, through the use of design teams, AJLI gained deep insight into the ways that implementation might vary across local leagues. Finally, these design teams enabled AJLI to make initial gains in membership and develop a cross-league learning community.

Howard, Liz Livingston and Matthew Shaw. 2007. Dream Big Academy Charter Schools (A). Case 5-306-502(A) (KEL337).

This case examines the leadership challenges associated with budget shortfalls in a young nonprofit organization. The school leader must decide how to close the budget gap and implement the decision. Case A focuses on the decision making process and the associated communication between the school leaders and the teaching staff. The staff is dissatisfied with the decision and writes a letter of complaint to the Board of Directors. Case B focuses on the Board of Directors’ reaction to the letter and the situation’s resolution. This case is useful for helping students understand the importance of communicating effectively with multiple stakeholders to achieve success. Students will also learn the importance of a strong CEO-Board partnership.

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