Tom Butero, a consultant and trainer to both nonprofit and for-profit organizations, hold a masters degree in social work from George Williams College in Illinois and is a Licensed Independent Clinical Social Worker (LICSW) in Massachusetts. He is a member of the National Association of Social Workers.

Tom’s clinical knowledge and experience are extensive, with specialties in the areas of suicide prevention, family therapy and treatment services for adolescents. Tom also brings a wealth of expertise in organizational development, administration, and management training. He has served as a program director for several community-based agencies and was the executive director for a youth service agency in Newport, Rhode Island.

Tom is the author of Suicide Assessment, Intervention and Prevention: A Practitioner's Guide (2018), which is available through Amazon.com.

He has taught courses at both the undergraduate and graduate levels at George Williams College, the University of Illinois, and Boston University and has presented at numerous local, state, and national conferences on various topics. He has published two articles on diversity training for the Massachusetts chapter of the National Association of Social Workers and an article entitled “Don’t Chase the Dollars” for the Showcase of Fundraising Innovation & Inspiration (SOFII) in Great Britain.

Browse Articles by Tom Butero, MSW

Or search all articles:

Search
Generic filters
Exact matches only
Search in title
Search in content
Search in excerpt
Search in comments
Filter by Custom Post Type

Nonprofit Organization Leaders: Are You an X or a Y?

Nonprofit organization leaders sometimes make the mistake of thinking that the management principles developed in the business world have little to do with the management of nonprofit organizations. The thing is, the staff of a nonprofit organization has a management structure, too. Organizations that have a handle on management are better able to fulfill the mission while those that are more “accidental” in their approach often have an underproducing and unhappy staff. (Which is yours?)

You Can Get Through This: Crisis Management Strategies

Despite our best efforts, crises will occur. Some may be small and manageable and call for a minimum amount of attention. Others may be more serious and threatening to the organization, its management, or employees or the population served by that organization. No matter what the range and scope of the crisis, the most important issue is how that crisis is managed. How do you do that?

The Top Ten Things Nonprofit Managers and Supervisors Should Always Try to Say

A few months ago, with apologies to David Letterman, I wrote, "Top Ten Things Nonprofit Managers and Supervisors Should Not Say." Now comes part two. In reverse order, we bring you: The top ten things nonprofit managers and supervisors should always try to say.

Top Ten Things Nonprofit Managers and Supervisors Should Not Say

We’ve all been there. Said or done things we wish we could take back. As a manager, director, or supervisor this becomes even more of an issue. Sometimes the things we say or do in those roles have far-reaching effects and linger on much longer than we think. So, with apologies to David Letterman, and as compiled by a group of managers with revisions by yours truly, here they are, in reverse order: The top ten things managers and supervisors should not say to their staff.

If The Grant Fits, Write It

Every year hundreds, if not thousands, of grant opportunities come across our desks. Choosing the right ones to pursue can be a daunting task.