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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 One major reason for the lack of action is that “new strategies” are often not strategies at all. A real strategy involves a clear set of choices that define what the firm is going to do and what it’s not going to do. Many strategies fail to get implemented, despite th

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...

One often-overlooked element: compensation decisions should flow from a robust performance evaluation process.

Running a nonprofit is hard enough without tripping over preventable mistakes

Joining a nonprofit board should be a rewarding experience that allows you to leverage your skills for meaningful impact.

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

Realize that change causes stress. Therefore to minimize the stress, identify what you can control and what you cannot, and take steps to minimize what you can.