Taking you and your organization to new heights

If your organization is drafting a job description and reaches for "humble," pause and ask: what behavior are we actually trying to describe?

For nonprofit leaders, this mental exhaustion doesn't just happen at home. It's the fog that sets in by Wednesday afternoon, the reason you can't quite focus in that 4 p.m. meeting, and the invisible weight that makes even small choices feel overwhelming.

Vision, strategic planning, and tactics aren't competing concepts—they're complementary levels of a unified framework.

Commission-based grant writing, also known as contingency-based compensation, is considered unethical by every major professional organization in the field, violates generally accepted accounting principles, and can actually jeopardize your funding relationships.

Leadership transitions are inevitable in nonprofit work. With proper planning, the right approach, and sometimes the strategic use of interim leadership, these transitions can strengthen rather than destabilize your organization.

One of the most critical strategic decisions nonprofit leaders face is determining what type of board will best serve their organization. The answer isn't one-size-fits-all, and often, the most effective approach involves elements of multiple models.

As CEO, you become the default container for every emotional overflow in the organization.

The very thing that draws people to nonprofit work—deep passion for a cause—can also become the source of an organization's greatest challenges.

2026 doesn't have to be about perfection. It's about progress, growth, and showing up for yourself in ways that actually matter.

Before You Start: Is a Nonprofit the Right Fit?

While nonprofits have been quietly retreating from the public policy arena, the needs of the communities they serve have only grown more urgent.

We've all been there. You announce a team retreat or all-hands meeting, and someone immediately responds: "Great! But PLEASE, no icebreakers."

Perhaps the most transformative leadership philosophy to emerge in recent decades is servant leadership, introduced by Robert Greenleaf in his groundbreaking 1970 essay The Servant as Leader.

As nonprofit leaders, we regularly pour time and resources into planning retreats for our organizations, yet rarely give ourselves even a fraction of that time to reflect on our leadership.

Here's the hard truth: 60% of nonprofit executives say attracting and keeping skilled people is their biggest challenge for 2026

nsurance costs aren't just rising—they're exploding.

An estimated 80% of individual donation revenue comes from just 20% of donors. For some organizations, that ratio is even more concentrated at 90/10.

A lack of understanding about the basics of rewards can result in some unanticipated results causing your employees to not feel rewarded and even feel punished because of your reward programs.

The numbers tell a compelling story. According to McKinsey & Company, the nation's 1,000 largest corporations have committed $200 billion to racial equity since 2020, with the majority coming from financial institutions.

Thanks to Harvard Business Review for this insightful look at strategic planning and where we can fail at reaching our goals: https://hbr.org/2017/11/many-strategies-fail-because-theyre-not-actually-strategies