When a leadership transition occurs, boards naturally focus on who comes next. That is understandable. The position is vacant. Stakeholders are asking questions. Staff members are looking for reassurance. Donors want confidence...

An outside review is not there because the board has failed. It's there because the people doing the work are volunteers, not governance experts and they are fitting it in where they can.

Most nonprofit leaders are asked to do more with less. Limited budgets, small teams, and growing community needs create constant pressure. AI won't solve every challenge, but it can help us reclaim valuable time by handling routine tasks.

Many donors don't remember every annual gift they made, but they remember the moments they helped create, the scholarship awarded, the family housed, the cancer drug that worked, the loved one whose life was changed.

Transformational collaborations come from a commitment to seeing a project through from both sides. These partnerships are the ones that change things- that produce impact- the ones genuinely invested in the outcome- not just the output.

In the nonprofit sector, the idea of taking vacation can be further complicated by mission-driven guilt (“our clients’ needs are more important”), understaffing (“if I’m not here, who will do the work?”), a culture of sacrifice...

When done well and done consistently, storytelling can do your heavy lifting. I’ve discovered how a steady cadence of communication builds a narrative over time, one that people come to understand, believe in and choose to support.

If your organization is facing a transition, don’t just ask, “Who can carry this?” Ask, “How do we build something that can be carried together?”

Imagine our social sector adopting a similar purpose-built mindset. Defining the big issues that limit potential and impact. Bringing all those who support and benefit from our work together around a common, unifying vision.