Much of the research and dialogue around the voluntary sector is around the economics and identity of the sector. Its relationship with clients, suppliers and government has become more sophisticated and complex. The ability of voluntary sector leadership to be proactive in determining the nature of these relationships underpins much of the current debate on the future of the voluntary sector, both in the UK and internationally. There are useful lessons to be learnt from business techniques. Yet, the execution of businessenhancing tools needs to be considered in the context relevant to the sectors interests and to the primary aims of a sector. This paper is based on practitioner experience, previous unpublished research, initial doctoral research into management and learning in the sector and email interviews with key respondents working in the nonprofit sector in the UK and Russia.