Sejal Desai’s Post

Nonprofit leaders, you know evaluation is important, but finding the time to fit it into your busy operations can be a challenge. Here are some quick and easy tips: — Evaluative behaviors benefit your organization in several ways– increased awareness, ability to predict, and more opportunities for innovation. However, taking time away from your programs to run a focus group session feels like a challenge. Here are four easy ways to sneak evaluation into your day-to-day operations and begin to build a culture of evaluation at your organization. 🌹 Roses and Thorns Start each staff meeting or day by asking your team what is working well and what needs attention. Give the process a catchy title to increase buy-in. Some groups use Roses and Thorns. Some use Happys and Crappys. You decide. 🥪 Client Office Hours Buy a cheap meal that feeds a few people, and let your clients know that you will be available to chat once a month. Set aside one hour for whoever wants to attend these informal interviews. Ask clients what they appreciate about your programs and what they would change. ⚖️ Daily Rating Scale Most of us have been to the doctor and had them ask, "How would you describe your pain on a scale from 1-10?" You can use a similar approach to client experiences over time. Get in the habit of asking clients similar, easy-to-answer questions. ✅ Evaluation Review Board Make sure your evaluation practices are equitable and impactful by recruiting community members and clients to serve as evaluation review experts—host quarterly meetings to discuss your evaluative practices to gain feedback and advice. __ Which suggestion stands out to YOU? Tell me below.  __ Want even more support? Here’s how I can help! (🔽 link in the comments🔽) ⭐Tune into our podcast: The Nonprofit Experts. Hear exceptional leaders of the nonprofit sector (just like you!) chat about critical issues impacting nonprofits. Learn tips for using YOUR assets to provide creative solutions to complex problems.

Once I'd decided to write a book on nonprofit leadership, my first big challenge was coming up with a structure for it. I spent quite a bit of time reflecting on this. I had a laundry list of topics I wanted to cover, but no clear idea of how to group them initially. I looked at how other books on nonprofit leadership had approached this, but none of those frameworks resonated. I also looked at some of the leading business leadership texts, but didn't find them hugely appealing in terms of the issues I wanted to cover. One book that was helpful on structure was the book Boards by my friend Patrick Dunne (thanks Patrick!). That book approached the topic of board governance through the lens of Purpose, People, Process. I liked the three part approach, and Purpose and People were going to be at the heart of what I wanted to cover - but not process. However, I did want to talk about external stakeholders, so that gave me "Partners" as my third component. Which is how I came up with a framework of purpose, people and partners. And the way I've structured the book is as follows: Purpose determines a nonprofit’s direction of travel and destination. It explains why a nonprofit exists and what it hopes to achieve. The first section of the book explores “purpose” in detail and the way it shapes mission, impact, and strategy, with a chapter on each. People are central to the success of any organization. The second section of this book looks internally, at the people and dynamics that power a nonprofit. It starts with a chapter on the CEO’s priorities and style. Next comes a chapter on teams—specifically culture and staffing—followed by one on diversity, equity, and inclusion. The section ends with a chapter on another key group of people, namely your board. Partners are key to amplifying a nonprofit’s impact. Nonprofits have a range of groups with an interest in their success: these are their external stakeholders or, as I prefer to call them, their partners. The book’s final section looks at the role of these partners. It starts with a chapter on the individuals and communities you serve, as these are the principal reason for your organization’s existence. Next come your funders, who provide the financial fuel on which your organization depends. The last chapter is on collaboration and networks. See the structure and list of chapters attached. And if you want to learn more - pre-order the book here. It comes out in July, but pre-orders are a great help in ensuring the book gets traction with book sites algorithms, and hence more visibility. 

I wholeheartedly agree with the importance of purpose as the guiding force behind any organization's endeavors. Purpose sets the direction and defines the destination for a nonprofit, shaping its mission, impact, and strategy. Without a clear sense of purpose, it's challenging to navigate the complexities of the nonprofit landscape effectively. Moreover, recognizing the pivotal role of people within an organization is paramount. The success of any nonprofit hinges on the dedication, skills, and dynamics of its team members, from the CEO to the staff and board members. Fostering a culture of inclusivity and diversity ensures that every voice is heard and valued, contributing to a more robust and effective organization.

Unlocking Skills for Non-Profit Leadership Making the leap from a for-profit or government role to non-profit leadership? It’s an exciting journey, but knowing which skills to bring along can make all the difference. In this compelling article, The Bridgespan Group reveals six key skill sets that translate seamlessly from the for-profit world to the non-profit sector: 1. Non-Authoritative Influence within an Organization: Non-profit leaders need to inspire staff and volunteers to rally around a central mission, even with limited resources. Those skilled in vision-casting and persuasion, especially with people who don’t report directly to them, will thrive. 2. Managing Diverse Teams and People: Leading diverse teams in non-profits, which often involves juggling multiple projects and groups, benefits greatly from experience in managing different levels of an organization and fostering professional development. 3. Adaptability and Flexibility: Leaders who have navigated various businesses and organizational cultures bring valuable adaptability to the non-profit sector, where flexibility is key. 4. Working with Varied Stakeholders: Non-profit leaders frequently unite different groups of constituents. Experience in large project management, public-private partnerships, and corporate community engagement initiatives is incredibly useful here. 5. Diverse Operational Experience: Non-profit leaders are often tasked with a huge array of operational tasks, including budgeting finance, HR, marketing and communications, and fundraising activities. Leaders who have managed entire businesses or startups understand how to juggle these various expectations and bring a wealth of operational knowledge. 6. Experience in Resource-Constrained Environments: Doing more with less is a hallmark of non-profit work. For-profit leaders with real-world experience in stretching financial and workforce resources bring these valuable insights to their non-profit work.

In an exclusive survey conducted by The Chronicle of Philanthropy, over 350 nonprofit CEOs shared their experiences, revealing both the highs and lows of their roles. While job satisfaction remains high, with 97% finding the benefits outweigh the negatives, the survey unveils surprising insights. Nearly two-thirds of the leaders cite societal polarization as a significant hurdle and 9 in 10 CEOs feel immense pressure to succeed. A third of survey participants say they are likely to leave their current organization in the next two years. “That is a huge wake-up call for boards,” says Sara Garlick Lundberg, DHR Managing Partner. “With a third of nonprofit CEOs thinking about leaving, boards have got to be focused on building their bench and planning five years out for potential successors.” With 60% struggling to achieve work-life balance, adaptability becomes paramount in navigating evolving expectations. Explore the full survey results: https://lnkd.in/dRWQqUhD #NonprofitLeadership #CEOInsights #LeadershipChallenges #WorkLifeBalance #DHRGlobal

This is amazing advice! This also applies to entrepreneurs. Also learn the difference between a coach, mentor, & business development consultant. Someone can be all these things, but all of these things are not the same. Ask about their failures. Any coach, mentor, or consultant who doesn’t have a loss to share probably isn’t being honest about the wins. Everyone needs help, just be selective who it comes from.

Let's stop talking about nonprofit burnout as an individual failing. Recently, I have been asked how I advise nonprofit leaders about managing burnout among fundraisers. From personal experience in the development field for 22 years and nonprofit consulting for nearly three years, my advice is that burnout among fundraisers is a systemic problem. Burnout is a state of physical, cognitive, and emotional exhaustion caused by prolonged stress. It can be a gradual process that goes unnoticed and unaddressed, as fundraising goals are often deemed more important than the mental wellness of the fundraiser. Unfortunately, savvy, bright fundraisers can find themselves in deep depression because of unrealistic expectations. I’ve seen situations where staff are so exhausted they can’t think clearly, let alone meet with donors. I’ve witnessed fundraisers collapse under the stress. Fundraiser turnover rates are exceptionally high. According to the Chronicle of Philanthropy, the average length of stay for a fundraiser is 18 to 24 months. When fundraisers leave, they may take the donors from their portfolios with them. D.M. Paule, an experienced nonprofit CEO, and writer, has shared, “I cannot tell you the number of nonprofit leaders with whom I have had conversations who say, ‘I am looking for a fundraiser whom I can trust is going to stay.’ Moreover, when I counter by asking what they are doing to make the fundraiser want to stay, they react with shock, confusion, and, sometimes, outright hostility. ” Many things contribute to the systemic problem of fundraiser burnout: 1) The Story We Tell About a Nonprofit Career: As Brené Brown put it: "When I first started my career as a social worker, I believed that my job was to change the world." When I began my career, I, too, was convinced my job was to save the world by engaging potential contributors who, like me, wanted to save the world. 2) Organizational Culture: Too often in nonprofits, I've seen a need for more trust among colleagues. Department leaders can make the lives of newer staff miserable, bullying may be commonplace, and people don’t stand up for new or fresh ideas. A colleague once told me how leadership said, “That's just how the development department operates. ” They could play along to get along or leave." 3) CEOs and Boards Enabling Bad Behavior: A dysfunctional leader doesn't disrupt this unacceptable behavior as long as fundraising goals are achieved. Recently, at the WNBA's post-game media conference between the Indiana Fever and Connecticut, the Fever's coach informed everyone that ridicule, hurtful words, great players being pushed around and knocked down, and physical abuse are unacceptable and will not be tolerated. If the Indiana Fever coach can set boundaries for players and franchises, so can nonprofit leadership. We talk about burnout as if it’s an individual failing, but it's not. How have you seen this play out in your nonprofit careers?

A new survey of nonprofit leaders finds staff burnout is a major concern. The 2024 "State of Nonprofits" report from the Center for Effective Philanthropy finds 95% of nonprofit leaders say staff burnout over the last year is worrying - and 57% name staff issues as one of their biggest challenges. The Center's Vice President for Research Elisha Smith Arrillaga, Ph.D. said the problem is getting worse. "Burnout remains a top concern for most nonprofit leaders, which was also true last year," said Arrillaga. "But this year, we also find that half of nonprofit leaders are feeling more concerned about their own burnout than this time last year. And so that's really disconcerting to hear." 239 nonprofits took part in the survey. Researchers also found most nonprofits had a balanced budget or a surplus, this fiscal year and last. Rusty Stahl - founder, president and CEO of the nonprofit Fund the People - said many nonprofit leaders hesitate to hire more staff because of unstable funding or restrictions on how money can be used. But, he noted some progress. Recently, some of the country's biggest foundations moved to loosen limits on what can be spent on so-called indirect costs - such as staff and benefits. "Nonprofit staff are not overhead," said Stahl. "They're the bedrock of organizational effectiveness. You would want to invest significantly in making sure that that bedrock is in place because everything else rides on it." Stahl said nonprofit leaders can reduce turnover by focusing on staff wellness and improving organizational culture, employee engagement, pay, benefits, and workflow. #burnout #nonprofitjobs

It’s been 40 DAYS since I started my job search, and I can’t help but feel a little frustrated. With my experience and education, I expected finding the right role to be easy. But after spending over 80% of my career in the nonprofit space, it’s clear that nonprofit hiring practices are often out of sync with reality. As a leader in this space, I understand the challenges—limited resources, the constant pressure to do more with less, and the need to make a measurable impact. But some of the expectations I’ve seen are downright unrealistic. For example: I recently came across a nonprofit role offering $50K a year. On the surface, that seems reasonable. But then I saw the expectations: generating over $2 million in grants, private donations, and funding. How can we ask someone to bring in 💰💰💰💰💰💰💰 but only pay them a salary that doesn’t even cover basic living expenses? Another issue I’ve encountered—both as a Job Seeker and a Leader—is the lack of feedback after applying. You apply, don’t get the job, and hear nothing. No reason why. If we want to build strong, transparent organizations, we need to be willing to provide feedback. Helping candidates understand where they can improve benefits everyone—it helps them grow and also strengthens the nonprofit sector by attracting and developing the right talent. I’ve also seen nonprofits expect everyone to take on marketing and social media duties. These are specialized skills that take years to develop, and yet nonprofits often expect staff to juggle this on top of their primary responsibilities, without any training or support. Even worse, some nonprofits rely on interns to handle this critical work. As a leader, I can tell you: marketing isn’t a side task—it’s a core function that should be supported and given the necessary resources. I ❤️ the nonprofit sector. I’ve dedicated my career to it because I truly believe in its mission. But we can’t keep justifying low pay and unrealistic expectations with the “it’s for a good cause” excuse. People shouldn’t have to struggle to support their families or have a side hustle just to make a difference. When I look at industries outside the nonprofit space, they’re investing in their people—offering mentorship, resources, and clear paths for growth. Why can’t we do the same? We can be mission-driven and still set our teams up for success—whether that’s through fair compensation, clear expectations, or proper leadership. As a leader, it’s my responsibility to recognize these challenges and work toward change. But it’s not just on leaders. If we want to attract and retain the best talent, the entire nonprofit space needs to rethink its approach to hiring, compensation, and leadership. What do you think? How can we make nonprofit hiring practices more transparent, realistic, and fair?

Interesting insights today from The Chronicle of Philanthropy following a survey of 350 nonprofit CEOs to learn how they feel about their jobs, what they like about the work, and their greatest challenges. “The nonprofit CEO job is strange, right?” Fu says. “We effectively have to be able to walk and talk with teachers and students and understand the pressures that teachers are facing. And we also have to walk and talk with billionaires and help them make the best possible investments for social impact. It’s a very weird set of tasks to do on a daily basis...It’s a demanding job, and it’s also a job where I feel like you have to have a fire for it. … And I would say, during the pandemic, and especially from the polarization, things have gotten a lot heavier.” Definitely can relate - minus the billionaires 😊 . Of all the unexpected things I've encountered stepping into nonprofit leadership, the emotional range (and toll) required to effectively lead, represent, and be accountable to a very wide array of stakeholders is definitely toward the top of the list. https://lnkd.in/eabqb4kT #nonprofits