Navigating Uncertainty: Lead with Strategy and Compassion, Not Fear

In this post, I focus on how nonprofits can remain resilient and impactful in uncertain times by addressing both sides of the financial equation: revenue and expenses. In my last post, I wrote about on Risk Management, in the one before on Financial Fraud, and the one before that on Managing Critical Business Accounts.  All these areas are important to ensure your organization can face challenges due to external factors such as the economy and internal ones due to staffing changes. Focus on Both Revenue and Expenses Nonprofits are being squeezed from both sides. Government and foundation funding are declining,… Read more

Risk Management in Uncertain Times

In today’s uncertain times, everyone needs to think about risk. This includes financial fraud or cyber security risks, which I wrote about in my last post. Additionally, economic downturns can increase the demand for services while simultaneously straining donors’ financial capacity. I hope to address this in a future post. In this post, I want to focus on proactive steps organizations can take in case they come under government scrutiny.  Thorough preparation and attention to detail minimize your risks.  I have actionable ideas for both boards and staff. I also addressed some of these issues in a previous post. Governance… Read more

Should Your Organization Be a Fiscal Sponsor for Another Organization?

A reader reached out to me to share an experience they had with fiscal sponsorships. They had some great ideas which I share in this post. Personal Reflections on Being a Fiscal Sponsor As told by a nonprofit CEO somewhere in the United States. My organization has done many fiscal sponsorships. Although we structured them in basically the same way, two of them did not go well. This has led to some personal reflection on my part. None of the organizations we hosted had separate legal status. We did not have an end date in mind. We did not see… Read more

Co-Leadership Revisited

A reader responded to my last story about an organization that tried having three co-leaders but ultimately decided that they wanted one CEO instead of three. This reader has been in a for-profit partnership — which is the same as co-leadership — for over a decade. He shared his thoughts about what makes his partnership work and provided ideas for organizations considering a co-leadership model. Co-Leadership Can Work – But Be Cautious As told by a Partner somewhere in the US. I have had a successful co-leadership experience in a relatively small for-profit professional services company. We call it a… Read more

Connect with Every Board Member Annually

In my last post, a CEO shared a story about setting expectations for prospective board members and then reminding them yearly. She noted that when she started her position as CEO, she met with every person on her board. I applaud that she did this. I recommend that every new CEO take the time to meet with every board member and then stay connected in subsequent years. I also recommend that the Board Chair meets with board members yearly if possible. If the board is large, then the Board Chair, the Chair Elect (Vice Chair), and the CEO might split… Read more