Calling attention to those behaviors may not be nice. But it is certainly necessary to tend to the impact of those words and actions on others and to prevent the same issue from happening again.

Your strengths really are assets – and it is helpful to recognize when, in the extreme, they can have negative consequences for you and your team.

The words we choose to use can have a profound impact on others or on how they perceive us – often results we don’t intend. Here are three to consider removing from your usage.

Feedback from others provides crucial information for making effective decisions. Don't be shy about asking for - or providing - meaningful input.

Choosing your business strategy is essential to meeting your organization's goals. Here are examples of different strategies applied to both for-profit and nonprofit businesses.

The absence of information creates uncertainty, which leads to anxiety. As a leader, you are in a position to assuage that anxiety by proactively communicating with others.

Volunteerism is falling. Struggling nonprofits ask for help. Successful nonprofits, instead, offer meaningful experiences that meet their volunteer's needs (as well as their own).

Without staff support for your strategic plan, you’ll miss opportunities to make meaningful progress. Get your team involved early and wrestle together with the big decisions.

In every conversation, you have a choice: will you listen to meet your agenda, or to satisfy theirs? Adapt your listening style to give others what they need.

We use labels to group people into useful categories, from which we might quickly make rapid inferences about them. Those inferences, however, obscure the humanity of others.

Clarity about your mission makes life easier…so long as it doesn’t conflict with your core beliefs, unique expertise, or goals for your organization.

Individual goal setting is a great tool for keeping your team pulling in the same direction. Here are 3 types of goals for your team members to set and how to connect them with your bigger picture.

Having a clear strategy is like having a blueprint for your organization. It's always a good idea, even if you don't need a strategic plan (that is, an approach to bring about long-term changes).

No amount of planning or preparation will help you kick off 2026 with strong momentum unless you also take time to reflect, reset, and relax.

At its core, leadership is about spotting opportunities to make the world (however small you define that) a little better... and taking the initiative to seize those opportunities with others.

It’s an old mantra: “Infrastructure isn’t sexy.” But it’s essential to your work. What might happen if you brought more light to the invisible, behind-the-scenes work that makes your mission possible?

Who has a say in your organization's decisions? Getting the right people at the table requires knowing who needs to be there, inviting their involvement, and making it easy for them to participate.

Relying on passive approaches to engage stakeholders is a surefire way to minimize their involvement. Get more engagement by proactively inviting involvement in frequent, small ways.

Are just a few members of your board carrying all the weight for everyone else? Here are practical tips for reigniting some passion and participation by the rest of your board.

The risk of pursuing every great idea or funding opportunity? You may end up with a Frankenstein's Monster of an organization - a sprawling mess of disconnected programs and operations.