Stefan Lanfer provides strategic and tactical communications leadership for Barr in support of its mission and goals. A member of the Barr Foundation team since 2008, Stefan served in a variety of roles focused on strategy, knowledge management, and communications, until his appointment, in 2014, as the Foundation’s first communications director. Stefan’s writings on communications, philanthropy, and leadership have appeared in the Stanford Social Innovation Review, the Communications Network’s Change Agent, and The Foundation Review. He is a board member (and former chair) of The Communications Network. Stefan also served as a US Fulbright Scholar in Lusaka, Zambia.
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Communications for Community
To meet this moment, how can foundations and nonprofits orient their communications to foster connections and build community?
New Tactics. Same Commitment to Community and Mission-Driven Communications.
Why we’re pushing pause on Twitter and focusing elsewhere.
Creating Space for Change by Asking, “Why?”
A new video series engages millions in questioning longstanding education practices that are ripe for a rethink.
“If I made anyone here uncomfortable, you’re welcome.”
Three lessons in great communications from a philanthropy leadership conference.
Boston’s Arts Moment
A visit from NEA Chairman Jane Chu confirms the transformative potential—already being unleashed—of arts and culture in Boston.
Creating a Communications Culture
Highlights from an ongoing Stanford Social Innovation Review blog series on strategic communications, including a new contribution from Barr.
Introducing the New BarrFoundation.org
A tour of Barr’s new website from our director of communications.
Empty seats? Don't (just) look to your marketing department.
At a recent gathering of Boston arts leaders, researcher Alan Brown challenged participants to consider a new way to understand and make progress on a persistent challenge: how to build demand and diversify audiences for the arts.
Three Keys to Breakthrough on Complex Social Contract Issues
When complicated politics and old wounds keep deep-sixing change efforts, what does it take to get to a new outcome? A recent breakthrough in Boston suggests a template.
A New Paradigm for Leadership Development
What if, instead of barreling ahead, relentlessly focused on keeping their organizations afloat (until they burn out trying), effective nonprofit leaders started delegating more and more responsibility to staff—at once paving the way for a next generation of leaders and freeing themselves to think about their own leadership in more expansive ways?