Month: March 2026

Board meetings that spend 90 minutes on reports and 10 minutes on decisions aren’t governance. They’re theater. I’ve sat through too many board meetings that felt urgent… …but accomplished nothing. Why does this happen? Because most board meetings are designed for information transfer — not governance. The pattern looks like this: → Staff reports. Board…

Most of that fear is based on a myth.    “I don’t know any wealthy people.”    “Asking for money feels uncomfortable.”    “That’s the staff’s job.” These are the three most common things I hear from board members. All three are myths.And they hold boards back more than anything else. Myth 1: “I don’t…

Serving on a nonprofit board is a legal act. Most board members don’t realize what they’ve agreed to. There are three duties that bind you — whether you know them or not. I meet board members all the timewho didn’t realize they had legal obligations when they joined. They do. Three of them. 1. Duty…

Most struggling nonprofit boards don’t fail because they don’t care. They fail because they blur one line. The line between governance and management. Board members are not supposed to: ✗ Supervise staff✗ Run day-to-day programs✗ Make operational decisions They are supposed to: ✓ Set direction✓ Provide oversight✓ Safeguard integrity✓ Think long-term when everyone else must…

Most new nonprofit board members think they signed up for a few meetings a year. They’re wrong. The moment you said yes, you became a legal steward of:    → A mission that serves real people    → Resources entrusted by donors    → An organization’s long-term integrity Here’s what surprised me after founding a…

Feeding 500 people sounds impressive. But it might not mean your nonprofit is solving the problem. Because feeding 500 people is an output. Reducing food insecurity is an outcome. Your board needs to know the difference. Nonprofits exist to create change — not activity. But it’s remarkably easy to confuse the two. Outputs measure what…

Years ago, I asked a nonprofit board one question during an Executive Director interview. The room went completely silent. I wasn’t trying to provoke anyone. I was asking about governance. The organization was well-known — but struggling. The board had high expectations. They made that clear. Rapid-fire questions: → Staff turnover is high. How will…

A campaign should never create readiness. It should reveal it. A while back, I was asked to help a well-known nonprofit salvage a stalled capital campaign. The strategy was solid. The project was compelling. But they had already spent more than they had raised. The problem wasn’t the campaign plan. It was because the organization…

That’s a phrase I hear often:“Our people just can’t give at that level.” It’s usually said gently. Thoughtfully. Protectively. And I understand the instinct. But here’s what I’ve seen over and over: Underestimating your donors caps your campaign before it ever starts. Funny thing is — people often surprise you when they’re invited into something…

Has this happened to you? A board member asks for help meeting the capital campaign goal. Halfway through the conversation, you realize… they don’t plan to give. Ouch. It’s hard to run together when leadership hasn’t stepped up to the line. If leadership doesn’t give first, donors notice. Capital campaigns don’t start with brochures.They start…