Leadership In Nonprofits

You’re on the board of your local nonprofit managing the Executive Director transition. You’ve found a strong candidate. Smart. Steady. Mission-aligned. But they’ve never been an Executive Director before. That gives some board members pause. The question that comes up is, "Can we risk someone learning on the job?" Here’s a better question, "Can we afford to miss a great leader because they need different support?" Every experienced ED had a first. Don't be scared off by that alone. And the support that's most helpful is very much doable. Here’s how to help your first-time ED step in with clarity and confidence: 𝟭. 𝗙𝗼𝗰𝘂𝘀 𝗼𝗻 𝘁𝗵𝗲 𝗳𝗶𝗿𝘀𝘁 𝘆𝗲𝗮𝗿. But not with a handoff document and a few meetings. Narrow the focus. -> What needs to stabilize -> Where the organization could build momentum -> What progress would look like one year from now 𝗚𝗼𝗮𝗹: Help your new ED prioritize, not just onboard. 𝟮. 𝗦𝗵𝗮𝗿𝗲 𝘁𝗵𝗲 𝘀𝘁𝗼𝗿𝘆 𝗯𝗲𝗵𝗶𝗻𝗱 𝗸𝗲𝘆 𝗿𝗲𝗹𝗮𝘁𝗶𝗼𝗻𝘀𝗵𝗶𝗽𝘀. New leaders often spend months learning who holds influence, what expectations are unspoken, and where past tensions might still linger. Shorten that learning curve. ->Where trust already exists, and how it was earned -> Which funders are long-term champions, and why -> Who they need to meet before their first public appearance. Context builds confidence. 𝗚𝗼𝗮𝗹: Build early confidence through shared understanding. 𝟯. 𝗢𝗳𝗳𝗲𝗿 𝘀𝘁𝗲𝗮𝗱𝘆 𝘀𝘂𝗽𝗽𝗼𝗿𝘁. First-time doesn’t mean unqualified. But it does mean they’ll need a partner in the learning process. -> Set regular check-ins focused on learning, not grading -> Establish a clear board contact -> Clarify expectations about communication, decisions, and pace 𝗚𝗼𝗮𝗹: Reinforce trust and shared responsibility. 𝟰. 𝗔𝗹𝗶𝗴𝗻 𝘁𝗵𝗲 𝗯𝗼𝗮𝗿𝗱. Your ED needs one unified board, not a few champions and a few skeptics. -> Are you clear on why you chose this candidate? -> Have you addressed hesitations directly, before day one? -> Are you ready to lead 𝘸𝘪𝘵𝘩 them, not just evaluate from a distance? If you’re not aligned, it will show. And your new ED will feel it. 𝗚𝗼𝗮𝗹: Get to and present a consistent, united board presence from the start. 𝗔𝗻𝗱 𝘆𝗲𝘀, 𝘁𝗵𝗲𝗿𝗲 𝗮𝗿𝗲 𝗮 𝗳𝗲𝘄 𝗺𝘂𝘀𝘁-𝗵𝗮𝘃𝗲𝘀, 𝗲𝘀𝗽𝗲𝗰𝗶𝗮𝗹𝗹𝘆 𝗳𝗼𝗿 𝗮 𝗳𝗶𝗿𝘀𝘁-𝘁𝗶𝗺𝗲 𝗘𝗗: -> A deep connection to your mission and community (A first-time ED has a steep learning curve. But knowing the community, the mission, and the people is a huge lever for success). -> Is a relationship builder -> Operationally savvy (programs, finances, people, systems) -> A bias toward action and a willingness to ask for help -> Sees the board as a strategic partner -> Big-picture thinking and can set priorities, manage resources, and execute on plans 𝗚𝗼𝗮𝗹: Hire for character, clarity, and capacity, not just experience. ----- Every leadership transition is risky. Known risk is solvable. Hire for that.

In many nonprofits, innovation often mirrors privilege. Who gets to dream up solutions? Whose ideas are embraced as “bold” or “innovative”? Too often, decision-making is concentrated in leadership or external consultants, leaving grassroots, community-driven insights underutilized. This perpetuates inequity and stifles transformative potential within our own organizations. Here’s the truth: Privilege shapes perceptions of innovation: Ideas from leadership or external experts are often prioritized, while community-driven ideas are dismissed as “too risky” or “impractical.” Communities with lived experience are sidelined: Those who deeply understand systemic challenges are excluded from shaping the solutions meant to address them. The result? Nonprofits risk replicating the same inequities they aim to dismantle by ignoring the imaginative potential of those closest to the issues. When imagination is confined to decision-makers in positions of power, we limit our ability to create truly transformative solutions. As nonprofit practitioners, we can start shifting this dynamic by fostering equity within our organizations: * Redistribute decision-making power: Engage community members and frontline staff in brainstorming and strategic discussions. Elevate their voices in decision-making processes. * Value lived experience as expertise: Treat the insights of those who experience systemic challenges as central to innovation, not secondary. * Create space for experimentation: Advocate for internal processes that allow for piloting bold, community-driven ideas, even if they challenge traditional approaches. * Focus on capacity-mobilisation: Invest in staff and community partners through training, mentorship, and resources that empower them to lead imaginative projects. * Rethink impact metrics: Develop evaluation systems that prioritize community-defined success over traditional donor-centric metrics. What practices has your organization used to centre community-driven ideas? Share your insights—I’d love to learn from you! Want to hear more: https://lnkd.in/gXp76ssF

If your nonprofit can’t explain its Theory of Change in one breath… you probably don’t have one. Let me say this louder for the good people at the back: Theory of Change is not just a donor requirement. It’s your organisation’s compass. Your “why → what → how → impact” map. And without it? You’re basically throwing programs at a problem and hoping something sticks. Let’s break it down with a simple, practical example: Problem: Girls in rural communities drop out of school by age 13. Goal: Keep them in school through secondary education. Here’s a basic Theory of Change: - If we provide scholarships - And train local mentors - And run community awareness campaigns - Then parents will be more supportive, girls will stay in school, and completion rates will improve. Theory of Change isn’t just what you’re doing- it’s the logic behind your work. Why does it matter? Because: - It helps your team stay focused (no more random activities “just because”) - It makes it easier to evaluate what’s working - It gives funders confidence that you’re not just passionate, you’re also strategic - It helps onboard staff faster - It shows your beneficiaries that you’re not guessing If your organisation is growing, struggling with clarity, or applying for funding, you need a Theory of Change that makes sense to humans, not just M&E consultants. I help nonprofits clarify this (without the jargon or the headache). Let me know if your team is due for a Theory of Change reset or if you want to build one that doesn’t collect dust after the proposal is approved. Laura Temituoyo Ede Making strategy make sense – One logic model at a time

What’s the secret to building a thriving community? I’m still figuring it out. But after 12 months of building the Lightbringer community, which has grown to 671 members across 16 countries, I’ve started to uncover what it truly takes to bring people together around a shared vision: getting paid to tell our stories, inspiring lives through our words, and creating impact on a global scale. It hasn’t been easy, but every challenge has been a stepping stone. Through it all, I’ve uncovered powerful truths about what makes a community thrive. Some lessons were anticipated, others caught me off guard but every single one has been transformational. Let me share a few that have made the biggest difference: 1️⃣ Empower Others to Lead A community is strongest when everyone feels ownership. When members step into leadership roles, their contributions ripple out and energize the entire group. 2️⃣ Foster Genuine Connections Thriving communities aren’t built on numbers, they’re built on relationships. The deeper the connections, the more resilient and impactful the group becomes. 3️⃣ Celebrate Every Contribution Even the smallest act of generosity adds value to the whole. Recognizing and celebrating these moments fosters a culture of gratitude and inspires others to give. 4️⃣ Create a Shared Vision A community without a shared purpose is just a crowd. When members rally behind a unifying goal, their efforts amplify each other, creating something far greater than the sum of its parts. 5️⃣ Adapt and Evolve Change is inevitable, but growth is a choice. Communities that listen, adapt, and evolve stay relevant, even as the world shifts around them. 6️⃣ Lead with Service True leadership in a community isn’t about control, it’s about care. When leaders serve their members, trust flourishes, and the community thrives. In a world that can often feel divided, our community has taught me this: Alone, we flicker; together, we shine. This is just the beginning. I know there’s so much more to learn about building communities that last. If you’re a community leader or part of a thriving group, I would love to hear from you. What’s one lesson you’ve learned about growing or leading a community? #StrongerTogether #BuildingCommunity

I made this leadership mistake for 6 years. It cost me my best employees. When leadership is task-focused, teams stay stuck in execution mode. But when you shift from "do this task" to "achieve this goal," you unlock their true potential. Here’s what happens when you lead with outcomes instead of instructions: They stop following orders and start innovating. Ownership replaces dependency, and results skyrocket. 3 secrets to outcome-focused leadership: 1️⃣ Set crystal-clear goals: Everyone should know exactly what success looks like. 2️⃣ Provide total freedom: Trust your team to figure out how to achieve those goals. 3️⃣ Celebrate every win: Big or small, recognition fuels momentum. The magic is in ownership. When your team owns their outcomes, they don’t just complete tasks, they revolutionize. They write their own success stories and achieve results beyond your expectations. Trust is the foundation of breakthrough results. Give your team space, and watch them soar. How do you empower your team to achieve extraordinary outcomes? #leadership #teamgrowth #innovation

There’s a persistent myth that inclusive leadership is about being nice—agreeable, accommodating and avoiding putting people in discomfort. This misunderstanding is so deeply rooted, that often, before I even begin working with leaders during Inclusive Leadership Programs, I have to challenge it head-on. 𝙄𝙣𝙘𝙡𝙪𝙨𝙞𝙫𝙚 𝙡𝙚𝙖𝙙𝙚𝙧𝙨𝙝𝙞𝙥 𝙞𝙨 𝙣𝙤𝙩 𝙨𝙤𝙛𝙩. It takes incredible strength to: 👉🏼 have your opinion challenged by a team member who has a different perspective 👉🏼 encourage productive tension instead of avoiding conflict 👉🏼 remove unfair barriers while ensuring e v e r y o n e feels seen 👉🏼 recognize and address individual challenges while holding high standards for excellence 👉🏼 seek advice from those who will push your thinking Inclusive leadership demands humility* to listen, courage to embrace tension and the integrity to hold yourself and others accountable. What do you think? Please share in the comments 👇🏻👇🏻👇🏻 And if you want leaders in your organization to develop the strength necessary for inclusive leadership – get in touch! ___ 💌 Looking for more tips on inclusive leadership? Download free "A short guide on inclusive leadership" here: https://lnkd.in/dDXhHe6H🎁 *More on the role of humility in leadership: Adam Grant “Think Again”

What I learnt from being a Volunteer Leader.   Last year I served as the President of the ICF Bengaluru Charter Chapter   While I've led many teams in my corporate roles, leadership in a volunteer setting especially for a non-profit is different.    There are no paychecks, no promotions, no formal authority. Just a shared purpose and a willingness to contribute.   And that’s exactly why it teaches some of the most powerful leadership lessons.   🔹 Influence over authority – You can’t rely on hierarchy; you have to inspire, engage, and bring people along through vision and connection.   🔹 The power of purpose – When people aren’t driven by financial incentives, their motivation comes from something deeper. Aligning with that purpose is what fuels real commitment.   🔹 Empathy and adaptability – Every volunteer brings their own priorities, constraints, and motivations. Leading them means understanding what drives each person and working with them, not just expecting results.   🔹 Letting go of ego – Volunteer leadership isn’t about titles or recognition. It’s about service. It’s about making an impact because you want to, not because you have to.   🔹You cannot please everyone – Disagreement and dissent are part of the journey and aiming to please everyone is an impossible goal. Be true to yourself and do the best you can. Even with your best efforts, there is always someone who is unhappy.    Volunteer leadership strips leadership down to its essence: inspiring, serving, and making things happen. And that’s a lesson worth carrying everywhere.   What’s the biggest leadership lesson you’ve learned outside of work? #volunteerleadership #icfbengaluru #icf

In my first leadership role, I never left work before 9:00 p.m. I used to carry a list of the things I needed at the drugstore, but never made it because the drugstore closed before I left work. One day, a mentor visited me at the education nonprofit I was running at the time. I showed her the list and joked about never making it to the store. She asked me why I wasn’t leaving work earlier and I said, “Well, there's so much to do, and my staff likes to stay late, so I have to stay late.” She pushed back: “Jen, you have to go home so they can go home.” She was right. I needed to model how we prioritize our time. Her advice to me: make a Mission To-do List. Here’s how it works: 1️⃣ Put your mission across the top of a piece of paper and your to-do list down the side 2️⃣ Go through every item to see how much it actually drives the mission or not 3️⃣ Remove any items that are not critical to achieve your mission (or at least move them to the bottom of the list) The exercise inspired me to slim down both my own to-do this and the list for our team. Suddenly, the t-shirts for our summer field trip didn’t seem so important, especially in comparison to finalizing the Algebra curriculum. We focused on the things that mattered and removed or reprioritized the rest. The mission-based to-do list is a powerful exercise that I’ve used with every team since. At Rising Team, we call it BGF, which stands for “Boat Go Faster.” It's based on a winning British rowing team that asked themselves the same question about every addition to their regimen before the Olympics—”Will it make the boat go faster?” In my experience, focusing our to-do list doesn't diminish our productivity. If we do the more important things first, there's often still time to get to extra pet projects. What a mission-based to-do list does is protect our time and energy for the things that matter most—our mission and our team's well-being. 📃 Tell me: Is there anything you can take off your to-do list today? 👇🏼 #leadership #teamdevelopment #prioritization —- Like this post? Follow me for more insights on leadership, team building, and the future of work. Subscribe to my LinkedIn newsletter Leadership is Everywhere: https://lnkd.in/g_VETsRY

“There is a time for revolution and a time for evolution. I believe in relentless incrementalism.” That idea of steady, purposeful progress is something Michael J. Nyenhuis, President and CEO of UNICEF USA, has lived across his 25-year career in global humanitarian work. He has dedicated his life to helping local leaders around the world improve their communities. He’s been CEO of MAP International, then Americares, and now UNICEF USA. Here are five takeaways from our conversation: • Big change happens in small steps. Michael lives by the idea of relentless incrementalism. It’s not about swinging big every day. It’s about being consistent, persistent, and clear on the direction you’re heading. • Culture doesn’t happen by accident. UNICEF USA now hosts monthly all-staff Zooms with breakout rooms, in-person retreats, and CEO roundtables with small groups of employees. These aren’t just team-building activities, they’re strategic efforts to build trust and connection. • Confidence and humility can coexist. When asked what advice he’d give his younger self, Michael said to find the balance between being confident enough to lead and humble enough to listen. That tension is where great leadership lives. • Leadership starts with people. The board and the leadership team are the first two areas to get right. He believes nonprofits rise and fall based on the quality of those two groups. • Passion is non-negotiable. When building his leadership team, Michael looks for three things: passion for the mission, the right team chemistry, and technical skill. Passion always comes first. Without it, the rest doesn’t matter. I’m grateful to Michael for sharing his story so candidly. Listen to the full episode of Not Another CEO to hear more about his journey and leadership lessons. Links to the full episode in the comments.

In these times of heightened uncertainty and emergence of imperatives like decarbonization, organizations need inclusive leaders who are more trustworthy, and possess higher levels of empathy and cultural/ generational intelligence. These traits are key to drive collaboration, commitment and curiosity, which are all keys to innovation and transformation. No organization can sustain its success if it does not have the best talent in every role. As the younger generation starts to account for a higher chunk of the workforce, the traits exhibited by inclusive leaders will be even more valuable. Inclusive leadership truly works! I am still evolving as an inclusive leader, and would like to believe I have made progress. From my own experience, I know that it is a powerful paradigm that is worth practising. At LS International, I regularly hire people from countries as diverse as Spain, Mexico, Honduras, India and Canada to provide us various services. Based on my interactions with them, I have realized that people are only looking to be understood. If you listen to them, exchange experiences and learnings- and even fears and vulnerabilities- the risk of misunderstandings reduces sharply. As human beings, there are more things in common than there are differences- if we are sensitive. P&G’s Geraldine Huse says it so well: “Accessing diverse points of view is vital in creating optimum strategies and plans. An inclusive leader creates an environment where disagreement is viewed positively. I have learned from experience that the more diverse the team, the more debate and disagreement we have and the better the outcome”. She adds, “Listening to people, understanding and solving problems collectively, taking advantage of all the diverse experience – this is what makes an inclusive leader successful”. What is the one thing that you will start doing differently to be more inclusive? Starting 2024, I have resolved to practise inclusive leadership by design. I consciously let every team member, no matter how new or junior, express their views in every internal meeting. If they seem hesitant, I encourage them to share their views, and gently probe to find out why they feel a certain way when their views differ from mine. We are already seeing benefits in terms of higher energy, enthusiasm, confidence, and accountability. These are positively shaping how we work and even outcomes. I invite you to make a commitment to yourself to become a more inclusive leader. Think about what you can do differently to move you further along the path to being a more inclusive leader. It is said that publicly sharing resolutions put more pressure on us to stick with them. I have taken the plunge, and would be delighted if your comment includes a sentence or two on how you plan to become an inclusive leader. Thanks in advance, and good luck with your personal transformation!