Executive Issues

Chapter or affiliate, disaffiliations happen for several reasons that are spoken aloud. Typically, some significant change is a catalyst for the conversation. Often the change is toward unification, streamlining in some way, or a significant program change.

Today's nonprofit leaders can no longer rely on a fixed set of circumstances, which means the world changes — sometimes dramatically — from day to day.

Managers and authority figures do not understand that spending the money to give their MGO admin support is the best investment they can make. The fact is that the cost of providing admin support to an MGO actually increases the return on investment (ROI) of the major gift effort.

The independent sector needs bold, strategic, and flexible leaders to light the way. We already have many such leaders, but we should also embrace emerging leaders with new ideas. The sector can benefit greatly from evolving practices; nonprofits just need to make sure that they don’t lose sight of their missions in the process.

We've seen many organizations that have been challenged by knowing the real nature of their business. Challenges like this stem from thinking the tangible thing we do is more important than the meaning people get from what we do. For nonprofits, this can manifest when we do these three things.

For too long, nonprofits have desired to make social impact while often neglecting to center diversity, equity, inclusion and belonging for their staff. But as our national conversation about the impact of race in every facet of America continues, employees are seeking inclusive workplaces that allow for them to show up authentically, bringing their passions and desire to make a social impact into their day-to-day work.

The supply chain issue in the U.S. and abroad is something that affects all of us. However, it has ramifications for your nonprofit beyond what you may think. Sure, if you’re an organization reliant on providing things to people you serve, it could be an incredible challenge.

Despite the initial awkwardness, succession planning is an important topic for tax-exempt organization boards to discuss. It is a risk-management process and one that often gets overlooked until it is too late and an immediate need arises.

You cannot generate a consistent flow of dollars without an experienced and dynamic resource development staff. Unfortunately, for many of us in the profession, keeping qualified and trained development officers is easier said than done.

These are uniquely challenging times for nonprofits, but organizations can look internally to maximize potential and remain operational. For nonprofit leaders navigating this difficult season, here are three tips to get started today.