Taking you and your organization to new heights

One of the most disorienting things about accumulating genuine expertise is that it can start to feel like a liability.

Writing this wasn't just an exercise in sharing wisdom — it was me working through my own reckoning out loud, because that's the only way I know how to do hard things.

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.

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

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.

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.