Consulting, Coaching, and Interim Leadership that Gets Your Mission Moving

Why the people most upset about nonprofit salaries are often the same people who don't want government doing this work either Lately I've been watching the comments roll in every time a nonprofit's tax filing or a leader's salary becomes public. "I guess I got in the wrong business." "Nonprofits are being given too much money." "Nonprofits are ripping us off." The tone is consistent: disbelief, a little resentment, sometimes real anger. Here's what makes me pause every time I

I recently had the chance to hear Robert Egger speak at an event hosted by South Sound Partners for Philanthropy, and I walked out feeling like someone had finally put my thoughts into words. For years, I have been standing in front of community groups asking a version of the same question. Egger asked it better than I ever have, and I want to share what stuck with me.

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.

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.

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.

I’ll admit it, I’ve been on a board fundraising kick lately in the blog (here and here). I just think that if your nonprofit is going to...

Even experienced professionals need nonprofit-specific training. No two boards operate the same way, and governance best practices differ significantly from corporate boardrooms.

Picture this: Your program director announces, "I'm not comfortable managing programs." Your finance director declares, "I'm not really into budgets." Your executive director admits, "Strategy isn't my thing." You'd be rightfully concerned. Yet when board members say, "I'm not comfortable asking for money," it's often met with a sympathetic nod and a pass. This double standard, as Dr. Kevin Dean of the Tennessee Nonprofit Network points out, is both perplexing and detrimental