Nonprofit Boards And Planning Learning
Embark on a journey of mastery in board governance and strategic planning with our selected collection of educational videos– tailored exclusively for nonprofits. Venture into the intricate dynamics of board management, from recruitment and retention of effective board members to nurturing a culture of engagement and mutual respect. Explore the heart of strategic planning as nonprofit experts share compelling visions and means to devise actionable plans, and implement them successfully. You’ll learn how to synergize your board and staff and align them towards common goals and objectives. Whether you’re a newly formed nonprofit seeking structure and new board members or an established organization aiming to streamline processes and enhance impact, these inspiring learning sessions will give you a wealth of resources.
What if our best intentions were doing more harm than good? In this compelling and unflinchingly honest conversation, global humanitarian consultant Jen Brewer, Vice President at Care for Life, challenges the deeply ingrained dynamics behind the so-called “hero complex,” also known as the white savior complex.
Jen’s lived experience—once showing up with “20 suitcases full of stuff to give” to Guatemalan communities—serves as the jumping-off point for this raw and revealing discussion about what real help looks like. With decades of international service work, Jen isn’t interested in guilt trips or shame tactics. Instead, she invites a shift from paternalistic giving to genuine empowerment.
Care for Life’s Family Preservation Program in Mozambique provides a concrete model. Rather than offering handouts or short-term missions, they employ local staff to walk with entire communities through multi-year journeys of education, self-reliance, and sustainable growth. Jen makes clear: this isn’t about swooping in and saving people—it’s about listening, partnering, and trusting communities to lead themselves.
“The only tweak we needed to make,” Jen explains, “was to train their doctor—rather than replace them.” That small shift encapsulates her broader message: good intentions aren’t enough. Without humility, reflection, and a willingness to step back, well-meaning aid can unintentionally dismantle local economies, erode agency, and reinforce dependency.
She contrasts acute and chronic interventions, urging nonprofits to ask hard questions: Are we helping during a crisis—or perpetuating a crisis mindset for long-term issues like poverty? Are donors prepared to support systemic change instead of photo-worthy quick fixes?
The impactful discussion also surfaces the unspoken cultural programming behind American charity impulses—whether it's collecting coats for refugees or defaulting to physical donations over economic solutions. It’s not that action is wrong, Jen argues. It’s that the type of action matters—and often needs recalibrating.
Jen is not interested in charity that centers the giver. Instead, she calls for philanthropy that trusts and equips communities to solve their own problems—on their own terms. As she puts it, “If I have a program that requires me to run it, it’s a failure in progress.”
In a sector that thrives on purpose yet struggles with burnout, Paul Hanscom, Chief Growth Officer at Ewald Consulting, unpacks what happens when nonprofits become risk-averse after a crisis—and the surprising costs of playing it safe.
This conversation is a powerful challenge to nonprofit leaders: don’t retreat. The world is still changing—rapidly—and the organizations that will thrive are those who remember what got them through the last storm and are brave enough to face the next one head-on.
Paul, a Certified Association Executive (CAE), begins with a reflection on 20 years of working with nonprofit boards and executives. His insights span not just the tactical, but the philosophical: What is lost when an organization, once agile and responsive during the pandemic, slips back into indecision and overly cautious governance?
As Paul notes, “We’ve opened up people’s eyes and created new opportunities… they don’t want to go back to the way things used to be.” This sentiment fuels the entire conversation—a reminder that organizations grew stronger by being nimble, collaborative, and bold during the pandemic. Now, many are at risk of losing that momentum.
Paul addresses executive burnout and decision fatigue. Boards are often leaning harder on Executive Directors and CEOs, who are caught between exhausted staff and cautious boards. As Paul puts it, “The turnover rates for executive directors have never been higher.” This reality points to the need to reassess organizational culture—not with fear, but with clarity and courage.
This dynamic discussion considers the root of the sector’s current malaise. Is it fatigue? Fear? Habit? The answer, Paul suggests, lies in building a risk-aware culture—where calculated experimentation is embraced, failure is allowed within reason, and data is balanced with decisiveness. He shares a compelling example of a board reluctant to shift from a “C” level initiative to an “A” one, simply out of fear they’d land at an “F.” The longer they waited, the more performance declined. It’s a parable many in the sector will recognize.
Perhaps the most valued idea comes toward the end: technology will change, funding will fluctuate, but what remains is the need for belonging. Paul makes the case that associations—and nonprofits writ large—are uniquely positioned to fulfill that human desire for connection, identity, and authenticity. “There’s nothing quite like it elsewhere,” he says, “and the clearer we can communicate that to the world, the more we resonate.”
It’s budget season for nonprofits, and Dr. Stephanie Rose-Belcher, Chief Operating Officer at JMT Consulting, brings powerful insight to the table in this energizing session with host Julia Patrick. With over three decades of nonprofit sector expertise, JMT helps finance departments move from back-office cost centers to proactive strategy drivers—and Stephanie shows us how. Whether you’re preparing for the fiscal year or completely rethinking how your nonprofit builds financial strategy, this episode offers more than insight—it gives you a roadmap.
“We need to stop thinking of budgets as fixed and start treating them like what they really are—a living, breathing plan of action,” Stephanie begins. This instructive conversation lays out exactly how nonprofit leaders can reframe budgeting as a collaborative, mission-aligned process rather than a one-time spreadsheet task.
The conversation opens by emphasizing the necessity of starting with a strategic plan. Before anyone touches a budget template, the entire leadership team needs to align on long-term goals, funding mechanisms, and sustainability models. Only then does budgeting begin—with intention and purpose.
Stephanie urges nonprofit leaders to ditch the siloed approach. Budgeting shouldn't live with just the CFO. It must involve department heads, development teams, and the board to ensure full alignment between goals and resources. This transparency avoids the all-too-common tension that arises when program and development departments operate without a shared roadmap.
One standout tip: Build not one, but three budgets—best case, expected case, and worst case. “This isn’t just a COVID-era idea,” Stephanie asserts. Scenario planning is a best practice that strengthens resilience and foresight.
Stephanie also shares how benchmarking and key performance indicators (KPIs) can become tools for empowerment, not just financial oversight. When done right, they spark innovation and teamwork. Monthly forecasting and open communication about KPIs help leadership make smarter decisions and enable course corrections before things go off track.
But transparency must be handled with care. Stephanie offers practical advice on sharing financial realities without inciting panic. By pairing clear updates with actionable solutions, organizations can rally their teams around shared responsibility instead of fear.
How do you lead when everything feels uncertain? Carina Santa Maria, CEO of Shelter Youth and Family Services, shared a bold, forward-thinking approach to nonprofit leadership in challenging times. From weathering funding impasses and the pandemic to rethinking donor relationships and pioneering new models of care, Carina proves that crisis can be a catalyst for transformation.
Shelter-Inc.org, based outside Chicago, has served vulnerable youth and families for 50 years. Yet Carina candidly shares that despite its legacy, the organization has had to reinvent itself multiple times. Whether navigating Illinois’ state budget freeze or pivoting during COVID-19, the common thread has been resilience backed by strategy. “We had to pivot and find the resources to make sure those services were delivered,” Carina says.
But this conversation is about more than survival—it's about rising. Carina reveals how she and her team moved away from event-based fundraising and focused on cultivating deep donor relationships. The result? A record-setting $1.8 million raised in one year—without galas or trivia nights. This change didn’t come easy, but it paid off with greater mission alignment and long-term investment from supporters.
Carina also discusses the organization's next bold chapter: building Illinois’ first DCFS-approved group home for child victims of human trafficking. What began as a donor’s $50,000 trust experiment has blossomed into a $5 million initiative. “He told me, ‘I don’t care if it works. I just want to see you think outside the box,’” Carina shares. It’s a stunning example of what’s possible when leaders are trusted and supported to innovate.
The episode touches on advocacy, trauma-informed storytelling, and building credibility through impact rather than sentiment. Carina makes a compelling case for nonprofit leaders to demand their place at decision-making tables and challenge outdated narratives that nonprofits are less strategic than their corporate counterparts.
For nonprofit professionals, this conversation is both a challenge and a blueprint. Carina reminds us that strategy, communication, and vision can carry organizations through uncertainty—not just intact, but stronger.
The Chief Investment Officer at Christian Brothers Services, Steve Sliwinski, offers a highly approachable yet technically sound guide to nonprofit investment strategy. With decades of financial experience and dual designations as CFA and CAIA, Steve breaks down how organizations—regardless of size—can begin managing and growing their financial assets responsibly.
From policy benchmarking and committee structure to modern investment tools and trends like IP transfers and crypto, Steve’s insights will help demystify what can often be an intimidating subject. This episode is a must-watch for boards, CFOs, and executive leaders seeking clarity on how to begin—or refine—their investment approach.
The discussion begins with a history of Christian Brothers Services, which evolved from a cooperative model among Catholic schools into a nationwide provider of retirement, insurance, and investment services for thousands of institutions. This story serves as an example of scalable collaboration and strategic vision, offering NPO’s a compelling model for shared resource management.
Steve explains that waiting for a major windfall to begin investing is outdated thinking. “It’s certainly not out of reach to create a well-diversified portfolio with under $100,000,” he shares, emphasizing that even small recurring contributions—like payroll-deducted retirement savings—can grow into substantial assets over time. The message: nonprofits don’t need to be large to think long-term.
Much of the conversation centers around the role of the investment committee. Steve offers a fresh take, stating that technical expertise isn’t always necessary. What matters most is “a long-term orientation and strategic mindset.” Ideal committee size? Three to seven individuals with high-level focus, not necessarily financial professionals.
The conversation, with host Julia Patrick, continues into policy development and investment alignment with mission. Steve discusses how ESG (environmental, social, governance) or values-based screening—once costly—is now affordable and feasible even for small organizations. He encourages nonprofits to create an investment policy document in partnership with a consultant or a platform like Vanguard or Fidelity to ensure thoughtful, repeatable decision-making. He stresses the importance of sticking with the strategy through market fluctuations: “Set the policy at the beginning, know why it exists, and abide by it—especially in difficult times.”
Jeffrey Wilcox (President) and Joan Brown (COO) of the Interim Executives Academy unpack the harsh realities of nonprofit leadership turnover—and the game-changing role of interim executives.
Jeffrey starts this lively session with. . . “Interim leaders aren’t temps—they’re bees, cross-pollinating wisdom to prepare organizations for their next leader.” Joan Brown backs it up, revealing why first-time nonprofit CEOs crash and burn—often due to unclear job expectations, chaotic HR structures, and boards that operate like secret societies instead of partners.
This bouyant conversation with host Julia Patrick, gets real fast:
HR disasters are the #1 reason leaders get fired—think vague job roles, favoritism, and financial denial.
Boards scare new execs by locking them out of meetings instead of mentoring them.
Interims aren’t just placeholders—they’re strategic fixers who spend 9–12 months prepping orgs for long-term success.
Looking ahead, Jeffrey and Joan warn nonprofits: “If you’re only relevant to yourself, you’re already dying.” The future demands sustainable leadership, emotional intelligence, and ditching outdated board models that hold orgs back.
Stephen Minix—VP of Community at UpMetrics—lays bare the myth that collaboration simply “happens” in the nonprofit sector. His assertion is sharp: “If I can cut the check, I can set the terms.” This statement cuts to the core of a sector that talks community but often operates in silos defined by funding power dynamics and compliance culture.
What emerges in this conversation is a compelling argument for a wholesale reframe of how nonprofits and funders work together. Collaboration, Stephen insists, isn't a mood or a moment—it’s a skill set that demands communication, clarity, and most of all, pre-work. Too often, organizations show up to collaborate without knowing what they’re actually prepared to give up, or what success even looks like in shared terms. “You can't play social impact ping-pong by yourself,” he notes. “You need a partner to hit it back.”
But this episode goes even deeper. Stephen challenges the performative elements of both philanthropy and nonprofit operations—conferences, reports, retreats—suggesting they often mask the hard reality: without time, trust, and aligned incentives, collaboration is nothing more than theater.
He offers practical alternatives. Funders should meet nonprofits in their spaces. Trust-based philanthropy, he says, doesn’t mean abandoning data—it means letting the nonprofit define what success looks like and equipping them with the tools to track and tell their story. It’s not about validation. It’s about learning.
Perhaps most powerfully, Stephen reframes trust as a proxy for risk tolerance. Real trust means relinquishing control—something many funders still find difficult. “We don’t wait till the end of the year to decide if our kids can read,” he says. “So why do we wait to uate nonprofit impact in annual reports?”
This episode doesn’t offer easy answers—but it does offer a framework for harder, more authentic conversations. It’s a must-watch for anyone tired of sugarcoated collaboration and ready to commit to real change.
In an era marked by organizational strain and evolving workplace expectations, leadership must move beyond traditional fixes and embrace systemic transformation. Patrick Farran, PhD, MBA, co-founder of Ad Lucem Group, joins host Julia Patrick to dissect the true nature of burnout, succession, and sustainable engagement in nonprofit leadership.
Patrick challenges the prevailing assumption that burnout stems solely from overwork. “The number one cause of burnout is not overwork—it’s the loss of agency,” he explains, arguing that without autonomy, even meaningful work becomes draining. Rather than defaulting to micromanagement during times of stress, Patrick advocates for building cultures rooted in trust, purpose alignment, and shared responsibility.
Drawing from decades of executive coaching and organizational consulting, Patrick offers a framework built on three pillars: personal legacy, building others, and systems thinking. His advice is clear—leaders must be deliberate about cultivating capability in others and embedding processes that outlast any individual. This approach not only fortifies the organization but reduces the high failure rate of executive transitions.
He also introduces the concept of “job crafting,” citing research on hospital janitors who redefined their roles around meaning rather than task lists. This practice, when applied in nonprofit settings, can create clear pipelines for succession and foster resilience.
Another key theme is the embrace of constructive conflict. Patrick quotes Adam Grant: “The absence of conflict is not harmony—it’s apathy.” Healthy disagreement, he argues, is not a threat but a catalyst for innovation. Nonprofits should harness this energy to align purpose, improve communication, and prepare for inevitable turbulence.
Finally, Patrick outlines how appreciative inquiry—a strength-based framework—can transform leadership conversations and shift organizations away from crisis reactivity. By examining moments of excellence, teams can uncover hidden systems of success and replicate them in difficult times.
From strategic succession planning to reframing burnout and conflict, this episode is packed with research-backed guidance, timely analogies, and field-tested leadership philosophy. It’s a must-watch for nonprofit leaders dealing with today’s pressures. Follow the ongoing conversation at #TheNonprofitShow
Our hosts chatted with Jeff Young, Senior Vice President at First Bank, about why your nonprofit absolutely needs a good banker—and it's probably not for the reasons you think. Jeff breaks down exactly why banks see nonprofits as desirable clients and how having a strong relationship with your banker can open doors to some unexpected benefits.
Jeff shared that banks don't just see nonprofits as checking and savings accounts; they genuinely want to support organizations doing good in their communities. Surprisingly, there's even federal encouragement under the Community Reinvestment Act (CRA), where banks get ratings for their community engagement—so working with nonprofits actually helps banks, too. "Good banks want to do good for their communities," Jeff explains, "and what better way to do that than support the organizations that actually have boots on the ground?"
But how do you make sure you're getting the most out of your banking relationship? Jeff emphasized asking the right questions—especially whether your bank has experience specifically working with nonprofits and if they offer special products like discounted fees and preferred rates. Also crucial is finding someone at the bank who genuinely believes in your mission. Jeff mentioned that bankers who truly connect with your organization's purpose will become internal advocates, helping secure better deals and even promoting your cause within their network.
Should your banker join your nonprofit's board? It's possible, Jeff says, but proceed carefully. He highlights the importance of maintaining clear boundaries to avoid conflicts of interest, especially when it involves lending and financial incentives. A better practice might be for the banker to provide advice while another team member handles specific transactions.
Jeff also clarified the roles of various financial professionals on nonprofit boards, explaining that accountants look at historical financials and compliance, investment professionals focus on asset management, and bankers are forward-looking, helping nonprofits strategically plan growth and manage risk. Having these diverse perspectives ensures stronger decision-making.
Lastly, Jeff gives practical advice for organizations looking to deepen their banking relationships. Start with your local branch manager, ask about nonprofit-specific services, and leverage LinkedIn to find bankers already active in your community. He also encourages tapping your current board's network, as existing members often have strong banking relationships that can benefit your organization.
The conversation wraps up with an engaging look at best practices for nonprofit financial management, highlighting that proactive, relationship-based banking is always better than reactive scrambling when problems arise. By building solid relationships with bankers early, nonprofits can secure more than just financial support—they gain committed partners who are truly invested in their success.
00:00:00 Introduction to Jeff Young, First Bank
00:02:28 How banks specifically support nonprofits
00:03:42 The Community Reinvestment Act and bank incentives
00:06:55 Importance of asking your bank the right questions
00:08:36 Top questions nonprofits should ask their banker
00:10:27 Should your banker be on your nonprofit board?
00:13:17 Differences between accountants, bankers, and investment advisors
00:15:36 Building relationships with your banker
00:17:59 Leveraging your current board for banking connections
00:20:25 Navigating conflicts of interest with bankers
00:22:46 Managing multiple bank relationships and risk
When a nonprofit reaches a pivotal moment of transition, the question arises: who will guide it through the unknown? Jeffrey Wilcox, President of Interim Executives Academy, and Anne Wilson, Peer Advisor and Faculty Member, share the wisdom earned from years of navigating the space between permanent leadership.
Jeffrey opens with a profound reminder: "The mission is the navigation piece. Our partnership delivers on that mission." His emphasis on 1) clarity, 2) culture, and 3)character forms the backbone of what makes the interim-board relationship not just functional—but transformative.
Anne brings lived experience as both an interim and a mentor. "There’s a liberation in being an interim,” she says. “It’s not forever—and that gives you the freedom to recalibrate an organization with truth and transparency.” Her belief in candid communication, mutual accountability, and role integrity sets the stage for a purposeful engagement.
The conversation turns toward common missteps—particularly the temptation for boards to see interims as tryouts. Both guests agree: this misses the opportunity to evolve, a word they purposefully use instead of “change.” Jeffrey explains, “Organizations that feel like they need to change create a different culture than those excited to evolve.”
They also dive into the relationship between the interim executive and the board chair, revealing that this duo can either ignite or impair progress. Jeffrey argues that "a board chair must steward content, culture, and character" and if that role is undefined or misaligned, the interim shouldn’t accept the post. Anne reinforces the necessity for weekly check-ins, early engagement, and shared urgency.
Both guests stress the unique modeling opportunity an interim provides—not just in delivering outcomes, but in demonstrating behaviors: listening deeply, planning incrementally, and celebrating progress. “We want data. We want truth. We want to speak with authenticity,” Jeffrey says, urging boards to shed fear and welcome honesty.
Whether you're a seasoned board member, an interim executive, or a curious observer of nonprofit leadership, this elevating conversation offers a roadmap to rebuild, recalibrate, and evolve. It doesn’t just make the case for interim leadership—it makes the process feel both practical and full of possibility.
Dr. Pierre Berastaín, Regional Director at the Centre for Public Impact, invites us into a powerful conversation about leadership, cultural humility, and living with integrity across lines of difference. With warmth and depth, Dr. Berastaín shares how personal identity can be a source of strength in leadership—not something to minimize or check at the door.
"We all lead from a cultural lens, whether we name it or not," Dr. Berastaín explains. "The danger isn’t bringing your culture into leadership—the danger is bringing it in unconsciously and expecting it to be the norm for everyone."
Dr. Berastaín’s personal journey fuels his systems change work. His role at CPI—a nonprofit incubated by Boston Consulting Group—blends macro strategy with community-rooted implementation. The goal: reimagine how governments and public institutions serve people, especially those pushed to the margins.
At the heart of this discussion is an honest reckoning with cultural difference and a plea to bring one's full self into leadership. “Cultural humility isn’t about shrinking yourself,” he shares. “It’s about knowing yourself well enough to make room for others.”
The conversation explores what it means to acknowledge culture without stereotyping, the impact of asking, “What are you?” and how silence—intended to be safe—can sometimes feel like erasure. Dr. Berastaín advocates for “relational warmth before analytical interest,” encouraging listeners to shift from tokenizing curiosity to reciprocal connection.
He also offers practical tools for introspection: therapy, spiritual grounding, and forming a “personal board of directors” who challenge and support growth. These elements, he says, are vital in cultivating not only emotional intelligence but the capacity to lead with vision.
By the end of the chat, with host Julia Patrick, it’s clear that Dr. Berastaín’s leadership is not performative—it is personal, deliberate, and anchored in truth. And he challenges all of us to ask: What are we carrying into the room?
This episode is a must-watch for nonprofit professionals, board leaders, and changemakers looking to lead with depth and humanity in today’s increasingly complex world.
Nonprofit mergers and acquisitions aren’t a sign of weakness—they're a powerful strategy for long-term viability and community impact. In this leading edge conversation, we bring together two sector leaders: Tim Davis, President and Managing Partner of Glick Davis and Associates, and Jeffrey R. Wilcox, CEO and Founder of Interim Executives Academy. Together with host Julia Patrick, they chart a bold roadmap for organizational transformation through strategic partnerships, timely interim leadership, and cultural integration.
As Jeffrey begins, “A sustainable nonprofit must first be viable. And to be viable, you must be survivable.” He challenges nonprofits to move beyond survival thinking and embrace strategic collaboration before financial or leadership crises strike. Tim Davis builds on that, offering a real-world example of three regional nonprofits merging their missions to secure larger grants and extend their reach: “Instead of three groups asking for $10,000 each, they made a unified ask for $100,000—and won.”
The conversation digs into the uncomfortable truths of nonprofit M&A—ego, fear, and lack of information—but offers actionable strategies. Tim emphasizes that success is cultural, not just financial: “Unless you build the culture between organizations, one side is always unhappy.” Meanwhile, Jeffrey explains the unique power of interim leaders to guide organizations through this kind of transformation: “Interims help people reach the conclusion themselves—it becomes their idea, their ownership.”
This episode doesn’t just present M&A as a lifeline for nonprofits in distress—it reframes it as a proactive, bold strategy for those who want to own their future. With funding shifts, demographic changes, and leadership transitions accelerating across the sector, Tim and Jeffrey argue that now is the time to build viable, mission-driven collaborations that will withstand what’s ahead.
Whether you’re a board member, CEO, or funder, this conversation will challenge your assumptions and equip you with the mindset and tools to explore mergers—not out of desperation, but from a place of strength.
#NonprofitLeadership #StrategicMergers #InterimExecutives
In a conversation as timely as it is timeless, we welcome Gordon Sims, Director of Development at the Diversity Center of Northeast Ohio, to explore how nonprofits can sustain their commitment to DEIB (Diversity, Equity, Inclusion, and Belonging) amid increasing societal and political scrutiny. Joined by cohosts Wendy F. Adams and Julia Patrick, this dialogue doesn’t flinch from the complex realities of today’s climate—but it also doesn’t surrender to them.
Gordon traces the DEIB movement's lineage back nearly a century, when Catholics and Jews united to counter hate, showing that “this movement and this work is far bigger than this political cycle.” His words remind us that while terminology and tactics may shift, the core intention remains: equal access, safety, and dignity for all. "The intent really was never to create preferential treatment for anyone,” he says, “but to just give equal treatment and opportunities."
This conversation acknowledges how the DEIB landscape has been reshaped by fear, legislation, and misinformation. Yet it offers clarity and resolve. Gordon uses a poignant metaphor comparing DEIB to theme park "fast passes," where historically marginalized communities have been left to wait in line while others bypassed them. DEIB, he emphasizes, is about giving everyone the opportunity to get on the ride—no more, no less.
Equally compelling is the discussion around strategy. Gordon highlights the importance of language, framing, and tone when approaching these issues, especially in environments where such topics are misunderstood or even banned. “Sometimes we have to choose between being right and being strategic,” he shares, quoting trainer Erica Merritt. The challenge lies in advancing the work without triggering defensiveness or political backlash.
Ultimately, this episode is about courage, compassion, and connection. It's about listening deeply, creating safe spaces, and convening in strength. Whether it’s through roundtables with LGBTQ centers, school districts, or town hall-style block parties, Gordon and his team are modeling how collaboration itself becomes a form of resilience.
For those unsure how to proceed or afraid to speak, this episode provides a framework not just for advocacy, but for hope. Follow the ongoing conversation at #TheNonprofitShow
Julie Klein and Sarah Jacobus from Lifetime Arts take a deep and inspiring dive into the transformative world of creative aging. As America's population shifts, nonprofits must adapt—and creative engagement is an exciting and necessary path forward.
Together, they break open the outdated, medicalized view of aging and replace it with a vision where creativity, choice, and social connection are seen as core elements of a vibrant older life. They explore how creative programs provide empowerment, reduce isolation, and foster new identities for older adults—a dynamic shift nonprofits can't afford to ignore.
Julie Klein, Director of Program Strategy at Lifetime Arts, passionately describes the organization’s mission: “Our goal is to weave creative aging into the fabric of our communities.” She shares her personal journey, rooted in childhood experiences of writing plays for her grandparents, that fueled her dedication to bridging generations through creativity.
Sarah Jacobus, Creative Writing Trainer, reflects on her own pivot into this field, especially during COVID, sharing: “Being in a creative aging class is really establishing a new sense of identity—one that’s empowering and energizing.”
The conversation also tackles the nuances of gender differences in participation, the need for thoughtful partnerships, the silent influence of ageism, and the exciting expansion of training opportunities for nonprofits of all kinds—even unexpected ones like botanical gardens.
This episode will challenge you to ask: Are we ready to serve an aging population creatively, inclusively, and dynamically? Follow the ongoing conversation at #TheNonprofitShow
Leah Kral, social impact consultant and author of Innovation for Social Change, joins cohosts Julia Patrick and Sherry Quam Taylor for a spirited deep-dive into how nonprofits can rethink innovation—no Silicon Valley badge required!
Leah sets the tone early, challenging the misconception that innovation is only about gadgets and tech. “Innovation is simply finding new and better ways of doing things,” she says, reframing it as a mindset accessible to nonprofits of every size. Whether it’s Habitat for Humanity’s volunteer model or a legal aid clinic swapping clipboards for iPads, she insists, “People are innovating all the time in the nonprofit sector—they just don’t always realize it.”
Throughout the conversation, Leah shares why many nonprofits feel stuck: good intentions clouding decision-making, risk-averse leadership, and the pressure to produce “glossy” reports with no room for trial-and-error. She offers a refreshingly realistic take—yes, failure might happen, but so might wild success. “It’s far better to fail fast and fail small than never experiment at all,” she notes.
Leah introduces her six principles of innovation: think like a detective, ask courageous questions, empower frontline workers, leave room for experimentation, pursue continuous learning, and master the art of persuasion. She backs each with vivid examples—from the night staff at Mayo Clinic improving patient care, to the global success of WorldReader’s mobile reading app born from failed Kindle pilots.
Cohosts Julia and Sherry echo the importance of curiosity and culture, with Sherry noting, “A curious leader sets the tone for the whole team.” Leah agrees and highlights that personal innovation is just as vital as organizational change.
What’s the biggest takeaway? Innovation isn’t a luxury—it’s essential. And it starts with making space for curiosity, iteration, and the courage to try. Leah wraps with a compelling call: “You don’t need a huge budget to innovate—just a little time and a willingness to ask better questions.”
Whether you're a grassroots nonprofit or a national leader, this episode might just be the reboot your strategy needs. Follow the ongoing conversation at #TheNonprofitShow