Together We Stand: How Your Nonprofit Will Benefit Through Partnerships

In the dynamic world of nonprofit organizations, the pursuit of a mission often feels like navigating uncharted waters. From fundraising challenges to resource constraints, the path to creating meaningful impact can be arduous. However, in this journey, nonprofits have an ally waiting in the wings – the transformative potential of partnerships. 

As the age-old adage goes, "There is strength in numbers," and in the realm of nonprofits, this rings truer than ever.

Collaboration can be a cornerstone of progress and forging strategic alliances can elevate a nonprofit's mission from aspirational to achievable. 

This article explores the benefits that nonprofits can reap from partnerships, unraveling the layers of opportunity that lie beneath the surface when organizations unite for a common cause. 

Nonprofits can benefit from collaboration by leveraging resources, knowledge, and expertise. 

Benefit 1: Access to More Funding

One of the key benefits of partnering is that it could increase your funding opportunities. Funders love it when organizations collaborate on projects together. As Nic deVoog writes in this article, “Collaborative grants can often be more favorable than non-collaborative, with funders looking more favorably on organizations who are trying to create partnerships and leverage shared resources within the community.”

There is even a trend -- among grantmakers themselves -- to collaborate in how they distribute funds. In their article “The Rise of Collaborative Funding,” Tamela Spicer and Malik Robinson explain that throughout U.S. history, people have engaged in collaborative giving for community benefit (such as mutual aid societies, United Ways, and giving circles.) Recently funder collaboratives have grown among institutional funders which can be attributed to wealth accumulation and increasing interest in innovative giving.

Benefit 2: Knowledge Share

Nonprofits often have unique insights and expertise in specific areas. Collaboration allows for the exchange of knowledge, best practices, and lessons learned, leading to more informed decision-making and program development.

Collaboration fosters an environment conducive to innovation. By bringing together diverse perspectives and skills, nonprofits can develop and implement more innovative solutions to social challenges.

Collaborative projects often require nonprofits to develop new skills and capacities. This process of capacity building strengthens individual organizations, enabling them to tackle social issues more effectively in the long run.

Benefit 3: Resource Share

Collaborating nonprofits can pool their financial resources, allowing for larger and more impactful initiatives that may be beyond the capacity of individual organizations. Sharing skilled staff and volunteers enables organizations to tap into a broader range of expertise, enhancing the overall quality of social impact programs.

Benefit 4: Innovation

Collaboration fosters an environment conducive to innovation. By bringing together diverse perspectives and skills, nonprofits can develop and implement more innovative solutions to social challenges.

Benefit 5: Advocacy and Engagement Improvement

Collaborative efforts can extend the reach of social impact initiatives to a wider audience. This is particularly valuable when addressing complex and multifaceted social issues that require a coordinated and comprehensive approach.

Collaboration often fosters a sense of community and shared purpose. This can lead to increased engagement and participation from the communities being served, as they witness a united effort to address their needs.

Collaborative efforts amplify the collective voice of nonprofits, increasing their influence in advocating for policy changes or addressing systemic issues. A united front can have a more significant impact on policy-makers, donors, and the public.

Keep in Mind

Some other important points to keep in mind:

Collaboration doesn’t have to be with similar nonprofits but can also come from different sectors, such as government agencies, businesses, and academia. This can bring a holistic approach to addressing social issues. Cross-sector partnerships leverage the strengths of each sector for more comprehensive solutions.

Additionally, by coordinating activities and sharing information, nonprofits can avoid duplicating efforts and resources. This ensures that resources are used efficiently and that gaps in service delivery are addressed more effectively.

Example

Here is an example of a partnership between two fictional organizations.

"Community Health Alliance" and "Education Empowerment Foundation." Individually, each organization has limited funding and resources to address the complex needs of their community. However, recognizing the synergies between their missions, they decide to collaborate on a joint initiative called "Healthy Minds, Bright Futures."

They begin by sharing information and knowledge. Community Health Alliance brings its expertise in mental health awareness, while Education Empowerment Foundation contributes its experience in educational programs. 

Together, they develop more comprehensive initiatives that address the community's physical and mental health aspects. For example, they implement workshops in schools that promote both health education and mental well-being.

Instead of duplicating efforts and expenses, the nonprofits share funding and infrastructure, such as event spaces, administrative resources, and dollars spent on marketing efforts. This reduces overall costs and allows more funds to be directed toward the core mission.

With combined resources, the organizations can invest in innovative solutions and technologies that would be financially burdensome for either organization individually. This includes developing digital platforms for remote mental health support or creating interactive educational tools.

By collaborating, Community Health Alliance and Education Empowerment Foundation create a more significant impact on the community. For instance, a joint health and education fair addresses multiple needs simultaneously, offering health screenings, educational workshops, and access to community resources that reach a wider audience for both organizations. These programs grow and lead to more engagement from the community as multiple needs can be met seamlessly.

Conclusion

Collaboration among nonprofits is a powerful strategy for maximizing the effectiveness and sustainability of social impact initiatives. By working together, organizations can achieve significant outcomes and contribute to lasting positive change in the communities they serve.

Monthly Retrospectives -- A Fun and Simple Way to Strengthen Your Team

We’ve written previous articles about how sculpting a culture that resonates with positivity and fuels ongoing growth is the secret sauce to organizational success (here and here).

And one of my favorite quotes about culture from Pat Lencioni, The Five Dysfunctions of a Team, helps fuel my dedication to positive team culture: “Not finance. Not strategy. Not technology. It is teamwork that remains the ultimate competitive advantage, both because it is so powerful and so rare.” 

Our team is dedicated to a positive team culture and we decided to include a “Culture” focus area in our strategic plan this year. Now that we’re at the end of 2023, we’ve found an enlightening tactic that you may be interested in using for your team. It has benefited our team this year and we look forward to evolving it in 2024.

This tactic is a team retrospective meeting (we call it a “team retro”). It’s a dedicated meeting each month where victories are celebrated and potential avenues for improvement are uncovered.

This article is your backstage pass on how we conduct a team retro meeting and how it contributes to engagement and positive culture.

Overview

Team retro meetings last 45 minutes and are designed to accomplish a dual purpose within our organization. The first objective is to celebrate achievements and successes through "Shoutouts," while the second is to address areas for growth concerning the organization's structure, culture, and operations, facilitated by "Improvements." The participation of everyone within the organization highlights the inclusivity of team retros.

Because we included a focus area of “Culture” in our strategic plan with corresponding goals, someone on our team champions this meeting. Goal champions ensure that we are all prepared for the meeting and remind us to submit points of discussion. 

Point of Discussion

When you work on a busy team, you likely come across things that can be improved, like processes or projects. Additionally, we found that we wanted to publicly praise others on our team for a job well done but also worry about continuously sending email messages that contribute to inbox overload. But how can you simply capture these topics to share?

Enter our online tools where our team members can document this information at any time. 

Improvements: Suggestions for team growth can be submitted through a webform we set up specifically to track ideas for discussion during these meetings. These suggestions are then reviewed through our project management system.

Shoutouts: Acknowledgments and customer success stories can be shared through another online platform. 

Our goal champions ensure this information is organized on the agenda before the upcoming team retro meeting.

The ability to submit these two items helps us feel like we contribute to the team as a whole and helps us all engage more during the meeting.

Agenda

This article provides the perfect opportunity to remind you that every meeting your team hosts should have an agenda that includes the topics to discuss and key outcomes. The agenda for our team retro meeting usually includes the following:

Review

• Shoutouts – Team members review the past month’s words of encouragement or customer success stories. 

• Past Action Items and Improvements – The facilitator provides an overview of the progress made on identified tasks from previous retrospectives and the current status of the Improvements project.

• Review of values and practices, if necessary. We don’t do this every meeting.

• Current Agenda –  An outline of the meeting's topic or topics is presented.

Discussion

The retro facilitator hands over leadership to a team member two weeks before the retrospective, allowing them to lead discussions on a topic they submitted as an improvement. We typically review one improvement per meeting. 

Action Items

The facilitator of the meeting documents actionable steps based on the discussions held during the retrospective, ensuring that identified areas for improvement are addressed.

Following this agenda ensures that our team members’ voices are heard which helps build our positive culture. The meaningful discussions contribute to changes that build on our accomplishments and successes.

Improvement

As we reflect at the end of the year, we constantly try to improve our processes. We discovered that conducting these retros across the entire organization limited our conversation options too much because we couldn’t go in-depth on certain topics such as improvements without alienating some people in the conversation. Moving forward, we plan to apply this format to a more focused set of teams.

Conclusion

Team retrospectives provide a structured platform for celebrating achievements and addressing growth areas within the organization. By actively participating in Shoutouts, suggesting Improvements, and engaging in discussions, every team member contributes to the continuous enhancement of the team's dynamics and overall effectiveness.

Execution IS the Strategy

This is article 1 of a series on the principles of successful nonprofit strategy.

As nonprofit strategic planning consultants at Mission Met, we serve as guides to help leaders of small and medium-sized nonprofits discover the right strategy for their unique organization.

But, that begs the obvious question: what, exactly, is a “right” strategy?

Well, the answer is as diverse as the nonprofits we work with. Strategies are like fingerprints, each one tailored to the organization's size, location, budget, and culture.

But fear not – there are some timeless concepts that lie at the heart of most successful strategies. This article is the first in a series that will unravel these foundational components, equipping you, the nonprofit leader, to craft a strategy that will shine bright in your strategic plan.

In this article, we'll kick things off by delving into the #1 challenge that plagues nonprofit strategy – poor execution. 

The stories in this are from the introduction to my book, Mission Met: Proven Strategies to Help You Build a Financially Secure and Impactful Nonprofit. (The title of this article is taken from Laura Stack’s book of the same title.)

The #1 Problem with Nonprofit Strategic Planning

I’d like to tell you a little story.

Alyssa Robinson is the executive director of a nonprofit whose mission is to protect the wildlife of San Francisco Bay. Well liked by everyone on her team, Alyssa has an infectious passion for her organization’s important educational and advocacy work.

When she became the executive director four years ago, she was asked by her board chair to lead the creation of a strategic plan to address the longstanding issues of inadequate funding, high staff turnover, and mission creep that were having an impact on the quality of their work. 

Having not created a plan before, Alyssa did some research and received pro bono guidance from a local consultant. After a few weeks, she completed a draft plan and presented it to the board at a one-day planning retreat. She then incorporated the board’s feedback into a final plan that contained nine core strategies and twenty-one goals spread out over five years. The plan didn’t clarify who would do what, or by when, but Alyssa figured they’d address that over time. 

The plan had the immediate impact of satisfying her board chair and attracting the attention of a new individual donor. However, the urgency of the day-to-day distracted Alyssa, and the plan—like so often happens—began to collect dust.

Today, despite her passion for the cause, the organization hasn’t risen above the revenue and staffing challenges present when she got the job. The board is now weighing the possibility of shutting the nonprofit down.

Let’s consider a different story...

Leslie Brown is the executive director of a state association of high school principals. Having been a successful principal for over twenty-one years, she took the job three years ago to help principals get the resources they need to positively impact their schools.

Like Alyssa, Leslie stepped into an organization with significant financial, staffing, and programmatic issues. After six months of observing and getting to know her staff and board, she initiated a strategic planning process. Her hope was that the association would benefit from the same type of strategic planning success she had experienced as a principal.

Her approach to planning was completely different from Alyssa’s. From her prior experience, she knew that creating a plan wasn’t too difficult. The challenge was executing it.

As such, she focused on developing an ongoing planning and execution process that included:

1. Developing an annual calendar with monthly and quarterly plan reviews by the staff and board.

2. Documenting a simple-to-communicate, two-page strategic plan that included:

• Four “focus areas” and seven one-year goals

• Persons responsible

• Clear start and due dates

• Refined one-sentence mission and vision statements

3. Using simple cloud-based planning software to capture, communicate, and measure progress on the plan.

4. Ensuring that everyone understood that she and her executive assistant would “co-champion” the process and provide the necessary support to the key team members who were executing the plan.

Two short years after the planning process was initiated, Leslie and her team had experienced the following benefits:

• Six foundations committed to multi-year grants to address their operational needs.

• They raised 11% more than they had projected.

• High staff turnover became a thing of the past.

• The association received its highest ever satisfaction ratings from the members.

• An organizational culture took root that exudes optimism about the future.

Leslie’s focus on executing the plan made all the difference.

And, so, your first strategy should be to make sure that you and your team are set to execute upon your strategy and plan consistently, year-after-year.

Throughout my book I provide specific guidance and tips about how to make sure that your organization is well-prepared to execute your plan. Some examples are:

• Make strategic planning a part of your job description (p. 12)

• Using a co-champion (p. 13)

• Get your team’s buy-in (p. 17)

• Use a step-by-step planning cycle (p. 25)

• Create a simple two-section framework for your plan (p. 38)

• Use process-based goals (p. 46)

• Measure and analyze monthly (p. 57)

• Leverage technology (p. 80)

Other Elements of Your Strategy

If you and your team approach strategic planning like Leslie, you’re on your way to creating and leveraging an effective strategy. 

In subsequent articles, I’ll address other topics of successful strategy, such as:

• The Power of a Focused Programs Strategy

• Creating a Strong Culture is Extremely Strategic

• Having a Clear Organizational Vision

• Ensuring a Common Strategic Planning Language

• Your Strategic Plan May Need to Have an Operational Focus

• If Your Leadership isn’t Aligned, Your Organization Won’t Be Either

Stay tuned!

Is Your Strategic Plan Missing These Nonprofit Trends?

A version of this article was written for Nonprofit Pro.

Nonprofit strategic planning continues to evolve. As a nonprofit leader, you might be asking what trends are emerging in strategic plans. Is your plan, your strategies, and your nonprofit keeping up?

Join us as we dissect aspects of strategic plans to discover what developments or changes are happening in nonprofit strategy.

How We Research Trends

We parsed through 12,000+ rows of strategic plan content that we maintain in our strategic planning software to find frequently used keywords and phrases. We then reviewed those keywords and phrases for trends and found three that stood out as priorities. This article provides summaries of the trends and samples from our own customers' plans.

It’s important to note that these three trends were not the most frequently used keywords or phrases. Foundational aspects of nonprofit organizations still dominate plans such as fund development, programs, and marketing. Rather, these are words or phrases that have started to appear on plans or have steadily increased their appearance on plans in recent years.

Whether you're a seasoned nonprofit professional or just embarking on this journey, this exploration of the latest trends will highlight the possibilities that may lie ahead in your strategic planning efforts. 

Trend 1: Remote and Hybrid Work Models

The experience of remote work during the pandemic has led nonprofits to reconsider their workforce models, allowing for more flexibility and remote work options.

Here are a few samples of visions or goals from our customers:

• Create a meaningful and productive work environment for a remote team.

• Explore virtual advising and training lessons in remote service delivery.

• Explore and implement remote professional development opportunities, such as workshops and coaching, to enhance our remote work culture.

Trend 2: Diversity, Equity, and Inclusion (DEI)

Many nonprofits are prioritizing DEI efforts in their strategic planning to create more inclusive organizations, address systemic inequalities, and better serve diverse communities.

Here are a few samples of visions or goals from our customers:

• Put the DEI Policy into action by establishing individual and team goals that center around JEDI.

• JEDI team solicits feedback from staff and board about putting the DEI policy into action.

• Develop a tracking system to monitor event topics for disparities in DEI related events/education/engagement across regions and state-wide.

• Review the fund development plan to see if there is a way that it can be strengthened as it relates to DEI.

Trend 3: Engaging Younger Generations

A lot of research in recent years is revealing that millennials and Gen Z are leaning into generosity through giving and advocacy habits. Nonprofits are taking notice. Organizations are looking to engage younger generations as donors, volunteers, and advocates. Treating these groups as an investment is necessitating new strategies for outreach and engagement.

Here are a few samples of visions or goals from our customers:

• Recruit young/diverse undergraduate students from local colleges as tutors.

• Have youth engagement events hosted by our partner companies and form partnerships with other organizations by inviting them to participate. 

• Co-design discussion with young people to explore attendance and engagement at events.

• Conduct a youth listening session to inform the Young Adult Program curriculum.

• Increase the degree to which our engagement of youth and young adult speakers at fundraising events is in accordance with power and privilege-informed, youth development, and youth engagement best practices.

Looking Ahead

We expect to see more nonprofits exploring artificial intelligence (AI) in the next year. While it didn’t make the list as a trend for this past year, we’re eager to continue monitoring and sharing how these tools can be resourceful and useful for nonprofits.

Here are two visions or goals from our customers:

• Provide professional development for artificial intelligence tools.

• Build vision of how to integrate (not implement) AI into all aspects of the business.

Conclusion

As we conclude our exploration of the trends from this last year, one thing is evident: nonprofits are not only resilient but also highly adaptable. The constantly changing world drives your organization to explore new horizons, think outside the box, and redefine your strategies.

Whether you're part of a nonprofit that's been at the forefront of these trends or you're just embarking on your strategic planning journey, take heart in the knowledge that you are part of a vibrant community committed to creating a brighter future for all. Remember that strategic planning isn't a one-time event but an ongoing process and your strategies may be shaped by the dynamic trends that continue to emerge.

Understanding Mission Creep for Nonprofits: Tips for Executive Directors

Here’s a short story that nonprofit executive directors know all too well…

Samantha, a dedicated executive director of a nonprofit organization, was known for her unwavering commitment to her organization’s mission of providing education to underprivileged children. 

One day, Samantha's team proposed a new initiative to offer extracurricular activities to the children they served, aiming to enrich their lives beyond academics. Eager to make a difference, Samantha agreed. Before she knew it, they were also providing meals, healthcare, and even job training for the parents. 

As the organization expanded its scope, Samantha realized that they were straying far from their initial mission. The budget was stretched thin, and the core educational programs suffered. 

Samantha found herself entangled in a web of mission creep. 

She had to step back and refocus the organization on its original mission. It was a valuable lesson, a reminder that sometimes, even the most well-intentioned leaders can unintentionally drift from their core purpose.

In this article, we'll explore what mission creep is, why it happens, and ways to manage it.

What is Mission Creep for Nonprofits?

Mission creep refers to the gradual change in the focus of an organization from its original mission to other areas that may not be aligned with its core values. Sometimes this is referenced as mission drift.

When mission creep occurs, nonprofits often lose sight of their original mission, and what they stand for, which can lead to a lack of focus, misguided decisions, and even dysfunctional work environments. However, it doesn’t always have to be negative, and nonprofits may benefit from expanding their mission after careful consideration.

Why Does Mission Creep Happen?

There are several reasons why mission creep happens. One of the main reasons is a lack of clarity around the original mission. When nonprofits do not have a clear understanding of their purpose, it becomes easier to get sidetracked and focus on other things. 

Mission creep can also happen when nonprofits experience rapid growth or when they get involved in areas that are outside their expertise or experience. Other reasons for mission creep include a change in leadership, a shift in donor expectations, and the desire to diversify revenue streams. 

We’ve also seen mission creep happen when nonprofits “go where the money is.” For example, you may be interested in pursuing funding in the form of government or foundation grants that are being offered for programs or services that shift your focus away from your core mission. While it might seem tempting to pursue funding sources or activities that offer substantial financial rewards, this approach can have detrimental consequences. You should prioritize your mission and focus on your core objectives rather than solely pursuing financial gain.

Can Mission Creep Be Beneficial?

Mission creep doesn’t always have to be a bad thing. Whether mission creep is necessary for a nonprofit depends on various factors and should be carefully considered. Here are some situations in which mission creep might be acceptable or even beneficial:

• Evolving Needs: If the organization's mission was designed to address a specific issue, and over time, the needs of the community or the world have evolved, it may be appropriate to expand the mission to meet these changing needs. Nonprofits should be flexible and responsive to the needs they aim to address. This is especially true for marginalized groups, as referenced in this article from Vu Le, which states,” Many organizations led by communities of color and other marginalized communities don’t have the luxury to focus on one thing. What may seem like mission creep is just us responding to interconnected needs our constituents have indicated we should focus on.”

• Strategic Growth: Nonprofits may consider mission expansion as part of a deliberate, strategic growth plan. For example, if your organization has successfully addressed one aspect of a larger social issue, you may decide to broaden your mission to tackle related issues within the same cause area.

• Collaboration: Collaborating with other nonprofits or organizations can lead to mission expansion. This can be beneficial if the collaboration allows for more comprehensive or efficient solutions to shared problems.

• Donor and Stakeholder Support: If key donors, stakeholders, and the board of directors are in favor of mission expansion and believe it will have a positive impact, it can be a sign that mission creep is acceptable.

• Expertise and Capacity: Nonprofits should assess their expertise, resources, and capacity to ensure they can effectively address a broader mission. Expanding too quickly or without the necessary capacity can lead to problems.

• Evaluating Risks: Consider potential risks associated with mission creep, such as dilution of focus, confusion among supporters, or loss of funding. Develop strategies to mitigate these risks.

It's important to note that mission expansion should be undertaken with careful planning. Nonprofits should continually assess their impact and mission to ensure they are staying true to their objectives and effectively addressing the needs of their beneficiaries and communities.

Why You Should Manage Mission Creep

Managing mission creep can be crucial for the success and sustainability of your nonprofit.

Here are several reasons why nonprofit executive directors should be vigilant in reviewing and managing mission creep:

• Focused Impact: Staying true to your organization's mission allows you to concentrate your resources, time, and energy on achieving a specific set of goals. This focused approach increases the likelihood of making a meaningful and measurable impact in your chosen area.

• Accountability and Transparency: Nonprofit organizations are held accountable by their donors, supporters, and the public. When you adhere to your mission, it's easier to demonstrate accountability and transparency, as stakeholders can clearly see how their resources are being used to fulfill the organization's intended purpose.

• Stakeholder Trust: Donors and stakeholders support nonprofit organizations based on their alignment with a particular mission or cause. Deviating from your mission can erode their trust, making it more challenging to secure funding and support in the future.

• Brand Consistency: Consistency in your organization's mission and brand is important for recognition and credibility. A clear and consistent mission statement helps define your brand and allows people to identify with and support your cause.

• Organizational Efficiency: Focusing on your core mission generally leads to better operational efficiency. It enables your organization to allocate resources more effectively, make strategic decisions, and streamline operations.

• Impact Measurement: Staying true to your mission facilitates the measurement of your impact and outcomes. When your efforts are concentrated on a specific set of goals, it's easier to assess your progress and effectiveness in achieving those goals.

• Sustainability: Organizations that experience mission creep may find it challenging to sustain themselves over the long term. A lack of focus can lead to resource drain and difficulties in maintaining support and relevance.

By managing mission creep, your nonprofit can remain focused, effective, and true to its original purpose, which ultimately benefits the causes and communities you serve.

How Can Executive Directors Manage Mission Creep?

Managing mission creep requires effort from executive directors and board members. Here are some tips that can help:

• Develop clarity around the organization's mission: The first step in managing mission creep is to understand the original mission. Executive directors and board members must have a clear understanding of what their organization stands for, what it aims to achieve, and the principles that guide its work.

• Create a mission statement: Once the mission is clear, your organization should develop a mission statement or revisit your previous mission statement to determine if edits should be made. The mission statement should be a concise summary of the organization's purpose. It should be clear, inspiring, and communicate the essence of your organization's core values.

• Communicate the mission statement: Once the mission statement is developed, it’s essential to communicate it effectively. Share it with board members, staff, volunteers, and donors, and make sure everyone understands its importance.

• Remain accountable: Executive directors should remain accountable to the mission by creating and executing a strategic plan. Regular reviews should be conducted to ensure that your organization is on track and the work being done aligns with your plan, and ultimately, your mission.

• Find the right software tools: Strategic planning software can be a valuable tool for nonprofit executive directors in managing mission creep by providing structure, organization, and clarity in the strategic planning process. Our software, Causey, provides a way for nonprofits to set clear goals, track progress, collaborate, and analyze data. It acts as a digital compass, helping you navigate the nonprofit landscape and maintain a strong commitment to your core mission while avoiding the pitfalls of mission creep.

Mission creep can happen to any nonprofit. However, it can be managed with a sustained effort. Leaders must develop a clear understanding of your original mission, create a mission statement, and communicate it effectively. Remaining accountable and following a strategic plan ensures that your organization stays focused on your vision and principles. 

Lastly, it is vital to examine the plan periodically to ensure that the organization continues to operate in the right direction. By doing these things, you can maintain your focus, remain impactful, and continue to make a positive difference in the world.

Nonprofit Podcasts You Need to Listen to Now

Join us at Mission Met as we dive into the world of podcasts! If you've read our article on preparing for podcast appearances, you know we're passionate about this medium. That's why we've created a directory of nonprofit podcasts that inform and entertain. And we're not keeping it to ourselves. We believe in sharing valuable resources with fellow mission-driven professionals like you. So, check out our list and discover some amazing audio content for the nonprofit sector.

Everything Non-Profit

This podcast is brought to you by the founders of Puget Sound Project Management Volunteers and features interviews with project managers who have volunteered their time and skills to help local nonprofits achieve their goals. You will hear about their experiences, challenges, and successes, as well as tips and best practices for managing projects effectively.

Audience: Nonprofit Leaders, Staff Members, Project Managers, and Volunteers who want to learn more about project management and how to achieve their goals

Schedule: Every first of the month

Platform: Website, Apple

Hubcast

Get inspired by the movers and shakers in the nonprofit world! Hubcast brings you captivating conversations with thought leaders, experts, and influencers who are shaping the industry.

Audience: Nonprofit professionals and influencers who are interested in learning from the experts in the nonprofit sectors

Schedule: Weekly, Monday

Platform: Website, Spotify, Apple, Soundcloud

Next In Nonprofits

Next in Nonprofits is the ultimate podcast for nonprofit growth. Join host Steve Boland, a digital fundraising expert and nonprofit consultant, as he delves into the world of tools, technologies, and trends that drive success in the social good sector. Uncover the latest innovations and best practices, and elevate your nonprofit game like never before.

Audience: Nonprofit professionals, volunteers, staff members, donors, and supporters

Schedule: Once or twice a month

Platform: Website, Apple, Stitcher, Spotify, Google Podcasts, Podbean

Charity Therapy

Looking for practical advice and insights for your nonprofit work? Tune into Charity Therapy, a podcast hosted by Jess Birken, a nonprofit lawyer. From fundraising to compliance, governance to people management, this podcast covers it all. Don't miss out on valuable tips and strategies to help elevate your nonprofit career.

Audience: Non-profit professionals who want to learn more about the legal aspects of running a nonprofit organization

Schedule: Every other week, Thursday

Platform: Website, Apple, Spotify, Google, Amazon, Soundcloud, Youtube, Libsyn,

Nonprofit Answers

Looking to raise more money for your nonprofit? Tune in to Nonprofit Fundraising Answers, the podcast hosted by Jeremy Reis, a senior director of marketing at World Concern. Gain valuable advice and insights from his extensive experience in the nonprofit sector. Get practical tips to boost your fundraising efforts.

Audience: Nonprofit professionals, volunteers, and staff members who want to raise money

Schedule: Weekly, Tuesday

Platform: Website, Apple, Google, Stitcher

Nonprofit Everything

Discover the ultimate podcast for all things nonprofit. Join renowned industry experts Andy Schuricht and Stacey Wedding as they unveil all the insider secrets of the philanthropy world. Get expert advice on fundraising, marketing, governance, ethics, and so much more. Don't miss out on the opportunity to have all your burning questions answered. Tune in now to Nonprofit Everything!

Audience: Anyone who is interested in the nonprofit sector

Schedule: Every other week

Platform: Website, Apple, Google, Spotify, Amazon, Android, Pandora, iHeartRadio, Stitcher, Blubrry, Podchaser, Podcast Index, Email, Tunein, Deezer, RSS

Nonprofit Jenni Show

Join nonprofit consultant and coach Jenni Hargrove as she delves into the essential topics of management, marketing, development, and advocacy on the Nonprofit Jenni Show. Gain valuable insights and hear from experts across different sectors as they discuss the common challenges faced in the nonprofit world. Don't miss out on this informative and engaging podcast!

Audience: Nonprofit professionals and community leaders

Schedule: Weekly, Monday

Platform: Website, Apple, Google, Spotify

Nonprofit Lowdown

Discover the essential guide for nonprofit success with host Rhea Wong, an expert fundraising consultant. She delves into the crucial topics of leadership, diversity, equity, inclusion, donor relations, and more. Learn how to maximize your organization's impact and raise more money for your cause. 

Audience: Nonprofit professionals and community leaders

Schedule: Weekly, Monday

Platform: Website, Apple, Spotify, Stitcher

Nonprofit MBA

Supercharge your nonprofit organization with the Nonprofit MBA podcast! Join host Stephen Halasnic, a leading expert and managing partner at Financing Solutions, as he dives into impactful conversations with guest speakers. Gain invaluable insights and strategies to enhance your nonprofit management skills and drive the success of your team. 

Audience: Nonprofit leaders who want to learn best practices

Schedule: Weekly

Platform: Website, Spotify, Apple

Nonprofit Snapcast

Introducing Nonprofit SnapCast: Your go-to podcast for all things nonprofit! Get exclusive interviews with industry experts and practitioners, covering a range of topics in nonprofit management. Join our host, Mickey Desai, a renowned nonprofit consultant, as he delves into the world of nonprofit success. Don't miss out on the insights and inspiration that Nonprofit SnapCast brings to the table!

Audience: Nonprofit leaders, staff, volunteers, and consultants interested in board development, fundraising, and more

Schedule: Weekly, Tuesday

Platform: Website, Apple, Spotify, Google, Stitcher, Pocket Casts, Overcast, Tunein

Nonprofit Utopia

Join the Nonprofit Utopia podcast, a community forum for aspiring nonprofit leaders. Listen to Valerie F. Leonard, a seasoned expert in community and organizational development, as she delves into essential topics like nonprofit management, community development, capacity building, and organizational development. 

Audience: Nonprofit leaders who want to learn from other leaders and consultants

Schedule: Once or twice a month

Platform: Apple, Spotify, Podbean, Google

Nonprofits Are Messy

Tackle the challenges of running a nonprofit with Nonprofits Are Messy, a podcast for nonprofit leaders worldwide. Hosted by Joan Garry, known as the "Dear Abby" of the nonprofit world, this podcast is a must-listen for the unsung heroes who devote themselves to public service. From executive directors to development professionals, board leaders, and more, discover the insights and advice you need to navigate the nonprofit sector.

Audience: Nonprofit leaders who need practical and actionable advice on topics such as fundraising, board governance, leadership development, organizational culture, strategic planning, and more

Schedule: Once or twice a month, Saturday

Platform: Website, Apple, Spotify, Google, Android

The Engage Podcast (Raise + Engage)

Join the Engage Podcast, where sector experts reveal the best practices, tips, and trends that can take your game to the next level. Hosted by Rachel Hutchisson and Steve McLaughlin, leaders at Blackbaud, this podcast is your go-to resource for staying informed and inspired by the latest ideas and innovations in the social good sector. Don't miss out on the opportunity to be a part of the Raise + Engage community!

Audience: Nonprofits, companies, foundations, educational institutions, and other types of organizations that aim to make a positive difference in the world

Schedule: Once or twice a month

Platform: Website, Apple, Google, Spotify

Successful Nonprofits

The Successful Nonprofits Podcast has got you covered with a wealth of valuable topics. From strategic planning to fundraising and everything in between, this show is essential for nonprofit leaders. Join host Dolph Goldenburg, a trusted nonprofit consultant, as he engages in captivating conversations with industry experts who share their invaluable insights and experiences. Don't miss out on the episodes that will revolutionize your nonprofit game.

Audience: Nonprofit leaders who are looking for fresh ideas and tips to help them lead their organizations

Schedule: Weekly, Tuesday

Platform: Website, Apple, Spotify

Business of Giving

Get inspired and make a difference with the Business of Giving podcast! Join Denver Frederick, a renowned philanthropy expert, as he shares stories of hope, courage, and impact. Discover insights and best practices in areas like global health, education, climate change, human rights, and social justice. 

Audience: People who are interested to learn from nonprofit leaders and innovators 

Schedule: Weekly

Platform: Website, Apple, Spotify 

The Dr. William Clark Podcast

Unlock the secrets to creating lucrative programs for nonprofits and attracting dedicated donors with this captivating podcast. Dr. William Clark, a renowned leadership expert, author, speaker, and coach, will guide you on a journey to reach the pinnacle of success for both individuals and organizations. Say goodbye to fruitless pursuits of funders and embrace a proven strategy that yields six-figure results.

Audience: Nonprofit leaders who are looking for more funding

Schedule: Weekly

Platform: Apple

The Nonprofit Leadership Podcast

Experience the power of real stories from leaders who are changing communities on The Nonprofit Leadership Podcast. Join Dr. Rob Harter as he uncovers the most pressing issues and exciting opportunities in the world of nonprofit leadership and social innovation.

Audience: People who are interested in learning and connecting with nonprofit leaders and social innovators

Schedule: Weekly, Sunday

Platform: Website, Apple, Google, Amazon, Spotify

The Nonprofit Voice

The NonProfit Voice podcast is your ultimate source for groundbreaking ideas and advancements in the nonprofit world. Delve into key subjects like fundraising, governance, HR practices, volunteering, and cutting-edge technology.

Audience: Nonprofit professionals who want to learn more about the latest trends, best practices, and innovative ideas in the nonprofit sector

Schedule: Weekly, Sunday

Platform: Website, Spotify, Google

The Nonstop Nonprofit

Hosts Justin Wheeler and David Schwab dive into the essentials of fundraising, marketing, and leadership in this podcast. From online giving and donor retention to social media and storytelling, this podcast covers it all. Get ready to transform your nonprofit organization with expert insights on board engagement, nonprofit culture, and much more.

Audience: Nonprofit professionals of all levels and backgrounds

Schedule: Every other week, Thursday 

Platform: Website, Apple

The Small Nonprofit

Learn from nonprofit experts and make a big impact with limited resources. Tune in to The Small Nonprofit podcast, where guest experts share insightful advice on strategy, leadership, fundraising, and more. 

Audience: Small nonprofit leaders who want to grow their fundraising and capacity

Schedule: Weekly, Tuesday

Platform: Website, Apple, Spotify

How the Mission Met Team Developed Our Diversity, Equity, Inclusion, and Justice Statement

Mission Met believes that building equitable systems and an inclusive work environment starts with having a clear and meaningful commitment to diversity, equity, inclusion, and justice (DEIJ). Similar to the importance of having clear mission and vision statements, we see a DEIJ statement as being a guiding light for any organization.

However, while we had long-lived and practiced a DEIJ approach, prior to 2023 we hadn’t documented a statement that would be our guiding light in our DEIJ efforts. Having just wrapped up our process, we wanted to share what we did and learned along the way.

In this blog post, you'll find out about the team effort that went into creating Mission Met's DEIJ statement. It’s our hope that sharing the step-by-step process we took, including areas for improvement, will inform and inspire you as a mission-driven leader to develop your own statement (and subsequent strategy) dedicated to these core principles.

Our Statement Development Process: Summary

Our overall process included the following four broad steps:

1. Champions:  Identify champions to lead the process

2. Research: Conduct research on DEI statements

3. Survey: Conduct a survey of the team

4. Statement Development: Draft DEI statements and definitions and revise them with the team

Our Statement Development Process: Description

We enlisted two co-champions to lead the effort in crafting a powerful diversity, equity, and inclusion statement. Following our proven strategic planning approach, these DEI champions were tasked with leading the process of creating the statement and embedding it into our everyday operations.

The first step was to research the development of DEI statements, examining several existing examples, and compiling insightful notes. They then collaborated to develop a plan for meaningful action.

Armed with research, our champions devised a survey that sought valuable feedback from the entire team on existing statements and explored opportunities for personal and professional growth, ensuring Mission Met's seamless integration of this vital work.

The survey questions included:

• Why does DEI work matter to you personally?

• Why does DEI work matter to your department? Be specific about the work you do.

• How can you or your department create a more diverse, equitable, and inclusive environment at Mission Met?

• What are some ways that Mission Met, as a company, can create a more diverse, equitable, and inclusive environment?

Once the team responded, the champions discussed the survey results. To promote objectivity, a powerful language model chatbot, ChatGPT, was used to identify recurring themes in the survey responses. In addition, they extracted unique phrases from each question.

The champions developed a report that shared high-level themes, which also included an initial version of a statement, and shared it with the Mission Met team. Each team member reviewed the statement and information individually. A week later, we reviewed it together at a team meeting.

Upon assessing the first draft, several team members felt that a crucial element was missing: “justice.” To address this, the champions reconvened and amended the statement, transforming it into a DEIJ statement. After making a few more edits to enhance clarity, the second draft was sent to the team for their input.

Our Current Statement

After going through our statement development process, here is our current statement: 

Recognizing the need for social change, Mission Met is a team united in our commitment to co-create a work-world where every person feels seen, heard, and valued. Our diversity, equity, inclusion, and justice journey is a shared movement that we undertake together – as individuals and as team members, with our communities and customers. We prioritize empathy and understanding, learning from one another's unique experiences and cultures. We are committed to lifting up marginalized communities and promoting justice, including, but not limited to persons with diverse abilities, gender identities, gender expressions, socioeconomic status, national origins, races or ethnicities, sexual orientations, neurodivergences, and veteran statuses. By embedding these principles of diversity, equity, inclusion, and justice into our work, we forge a more dynamic, inclusive, and robust business that will have a more far-reaching impact on the mission-driven leaders and organizations we serve.

Areas for Improvement

As mentioned already, the champions did not initially include justice in the first draft of the statement. After discussion as a team, we came to the conclusion that justice is at the center of this work – the beginning and the end – and needs to be represented in our statement.

For a company or organization to fully embrace the tenets of DEI, justice must be a key component of our efforts. The principle of justice calls for fairness and equal treatment for all individuals, regardless of their race, ethnicity, gender identity, or other characteristics. Justice means that everyone has the same opportunities and is treated equitably in all areas of life. When justice is prioritized in a DEI statement, it sends a powerful message about the importance of creating a workplace that is truly inclusive and equitable for all employees. Without justice at the center of DEI efforts, the goal of true diversity and inclusion is impossible to achieve.

Additionally, clarification and guidance were lacking in the survey, as the definitions of diversity, equity, and inclusion were not provided. This oversight hindered effective communication and understanding among participants. We added definitions to our report after the survey ended and after the first draft of the statement was reviewed by the team. By including clear definitions before the survey, everyone would have had a common understanding of these important aspects, enabling them to provide more informed responses. 

Next Steps

We are now developing plans and goals to support our DEIJ-related projects and strategies.

Based on the preliminary survey and team discussions, we have identified several key areas where we can integrate DEIJ initiatives. These areas have been grouped into the following draft "focus areas." 

• Workforce Diversification and Inclusion: This involves making additional efforts to hire a diverse range of staff, interns, and consultants. It also emphasizes the importance of incorporating diversity, equity, inclusion, and justice (DEIJ) considerations into partnerships and collaborations.

• Strategy 1: Broaden the search areas when hiring to attract a diverse workforce, including staff, interns, and contractors. Use inclusive hiring practices that ensure candidates from all backgrounds are considered equitably.

• Strategy 2: Prioritize partnerships with consultants and businesses from diverse backgrounds. This can include sourcing products and services from women, LGBTQ+, and minority-owned businesses.

• Education and Engagement: This emphasizes the importance of educating the team on DEIJ, historical inequities, and unconscious bias. It includes fostering a culture of open communication and storytelling around personal experiences and heritage.

• Strategy 1: Provide DEIJ training to the team, which could include workshops, seminars, or courses. This could also include reading DEIJ-oriented books or engaging with external experts.

• Strategy 2: Allocate time during team gatherings (e.g., lunches, retrospectives) to listen to each other's stories about heritage, challenges, and experiences regarding diversity/equity.

• Strategy 3: We strive to reflect the genuine diversity of our audience in our communication and marketing efforts, creating opportunities to serve all types of people and making the practice of inclusion a priority.

• Proactive Commitment to DEIJ: This strategy emphasizes the importance of having a clear DEIJ strategy and vision backed by measurable commitments. Additionally, as we enter the age of AI, we will be vigilant in ensuring that our systems do not perpetuate harmful stereotypes or inequities.

• Strategy 1: Develop a long-term DEIJ strategy with clear goals, status updates, and regular check-ins. This should be accompanied by a DEIJ statement included in proposals and public communications.

• Strategy 2: Implement initiatives that promote DEIJ externally, such as hosting a Nonprofit Strategic Planning Day and increasing access to our services and products.

Our plan is for us to collectively select 2-3 areas to focus on and then find champions to own or co-own each strategy. Together, we can create a meaningful impact within both Mission Met and the broader community.

Conclusion

Diversity, equity, inclusion, and justice are complex and extremely personal topics. As a result, it's natural that our DEIJ statement will remain in a state of flux. We recognize the importance of growth and adaptation, and we embrace the fact that our statement will change as we learn and evolve. Rather than being a static document, our DEIJ statement is a living, breathing representation of our commitment to creating a more equitable and just world. We are excited to embark on this journey with our community and look forward to exploring these issues together. 

Be sure to check back on our blog for future articles about this topic.

5 Strategic Planning Hacks for Your Nonprofit

If "strategic planning" sounds like a dusty corporate term you'd rather not touch with a ten-foot pole, hold on just a second.

Strategic planning can be your nonprofit's secret sauce, the magic ingredient that turns your mission into impactful outcomes. I know this because I’ve seen it happen over and over again for more than two decades.

At Mission Met, we've dedicated ourselves to simplifying this process for you. Get ready to dive into five proven strategic planning hacks that can truly revolutionize your organization.

1. It's a Journey, Not a Destination: Embrace a New Strategic Planning Mindset

Do you often find yourself caught in a cycle of failed strategic plans? Maybe you start with a burst of excitement but soon lose interest, leading to missed goals and lost faith in the process. It's time to break free from this vicious circle and discover a new approach that leads to success.

I’ve found that what typically causes those problems is that an organization’s leaders have the wrong mindset about strategic planning. They approach it as a one-time event. You hear it when people say, “We need a strategic plan,” or “Let’s go on a retreat.” 

What’s much more powerful is when you and your team members say “We need a strategic planning process, a component of which is a plan.” That, is a totally different mindset that, once planted, will sprout an entirely new set of actions that will help you execute your plan over time. 

To help our clients change their mindset, we’ve created a simple four-step strategic planning method – the CAPE Cycle. This model can provide you and your team with a practical way to think of planning as an ongoing process that leads to dramatically better strategic planning results.  

Takeaway Tip: To reinforce the idea that strategic planning is an ongoing process, put quarterly two-hour strategic planning check-ins with your team on your calendars right now. During these meetings you can assess how you're doing and make real-time adjustments. Use these meetings as mini-retreats to reflect on what’s working, what’s not, and what might need to change. 

Diving Deeper: What Should You Cover in Quarterly Meetings?

• Celebrate the successes and share them widely to boost team morale.

• Review your mission, vision, and values to ensure they align with your current actions and stakeholders.

• Evaluate your strategic focus areas to determine if they need adjustment based on changing circumstances.

• Ensure that everyone is tracking and measuring goals on a regular basis.

2. Co-Champions: The Dynamic Duo Your Planning Process Needs

Imagine it’s 6 AM and your alarm goes off for you to get up and go for a run. But you got to bed late and it’s cold outside and you decide to blow it off and go back to sleep. 

Now imagine the same scenario but with an added twist: at 6:15 you’re supposed to meet your friend out in front of your house so that the two of you can run together. Chances are, you’re going to get out of bed, get your running gear on, and maintain your commitment to your friend. 

That’s the power of mutual accountability and I’ve seen it work exceptionally well in the realm of strategic planning. 

One of the problems with strategic planning at nonprofits is that we expect the CEO or executive director to lead the charge on their own. However, they’ve got a ton on their plate and it’s easy for them to let the important but non-urgent strategic planning activities slip through the cracks. 

However, when the leader finds a partner to oversee the planning process, then their mutual accountability significantly increases the chances that the organization’s ongoing strategic planning process succeeds. I call this the “co-champion” model because both persons are championing – fighting for – the organization’s strategic planning success. 

Having a co-champion will transform your strategic planning from a dreaded chore into an energetic initiative. 

Co-champions provide the motivation and support needed to achieve your goals. These partners keep us on track, holding us accountable to the promises we make to ourselves and our organizations. So, if your sights are set on driving organizational growth, embracing the influence of co-champions might just be the missing piece to unlocking your organization’s true potential.

To learn more about the executive director’s role as a champion and the value of co-champions, read Chapter 1 of my book.

Takeaway Tip: Select co-champions who not only understand your mission but also have the drive to see it through. They should have a knack for project management, the eloquence to communicate updates, and the emotional intelligence to foster team engagement. 

Diving Deeper: Some Roles of Co-Champions

• Set a positive and inclusive tone for the planning process.

• Schedule and manage the quarterly strategy meetings.

• Act as point persons for any external consultants or software tools.

• Maintain the strategic plan documentation and ensure that everyone knows where to find it.

3. K.I.S.S.: Keep It Simple and Straightforward

Complexity is the enemy of execution. If your strategic plan requires a magnifying glass and a decoder ring to understand, you're setting yourself up for failure. 

I learned a long time ago that those organizations that were struggling with strategic planning often had a plan that was entirely too complex. With that in mind we created a simple-to-understand strategic plan format that, at its core, is just two simple sections. 

Section One: Compass

This section serves as your north star and is the heart and soul of your organization. It clearly outlines your mission, vision, and values and serves as a reference point for all decisions and actions.

Section Two: Actions

Here's where you bring your mission to life. This section spells out your goals, assigns goal champions, sets timelines, and categorizes these under focus areas for better clarity.

Takeaway Tip: Take a gander at this video where I give you an overview of what this plan structure looks like. 

Diving Deeper: Read this blog article and see if you can capture your organization’s plan on one page, using the two-section format described above. 

4. Focus on Process Goals, Not Just Results Goals

Traditional wisdom might point you toward results-driven goals like "Increase annual donations by 30%." While this is a commendable aim, just hitting the goal won’t help you build the capacity that allows your team to hit your goals over-and-over again.  

Enter process goals. Process goals are a gift that keeps on giving. They ensure that you and your team are creating the valuable habits and systems that will lead to the results you’re seeking.

So, instead of setting a goal like “increasing annual donations by 30%”, your goal could be “Document and communicate our replicable process for donor engagement.” Once that goal is complete then you and your team will have the muscle to pursue the results you’re after. 

Takeaway Tip: Read pages 46-49 from my book where I share research that backs up the power of process goals. Then, set a time to meet with your team and review your team’s current goals to see if they would be more effectively written as process goals. 

Diving Deeper: How to Convert a Results Goal into a Process Goal

• Identify the end result you want to achieve.

• Identify the basic process that you need to attain that result on a regular basis.  

• Incorporate that process into a specific and measurable goal that you and your team can pursue.  

5. Leverage Technology: Consider Causey for Strategic Planning

In today's digital age, excellent software tools are available that can save you time, simplify tasks, promote accountability, and keep everyone on the same page. With that in mind, we created Causey, an online platform designed specifically to help nonprofit leaders make strategic planning much simpler and more effective.

Causey saves nonprofit leaders valuable time by:

• Streamlining the process of writing a plan

• Providing simple mechanisms to communicate the plan to the board, staff, and stakeholders

• Creating strategic planning reports in seconds, not hours

• Sending automated emails to remind your team members of goals that are due

• Providing an effective way to track and measure important metrics

Takeaway Tip: Invest in strategic planning software early on. This avoids the pitfalls and extra work of migrating your strategy to a digital platform mid-way through a cycle.

Diving Deeper: Features to Look For in Strategic Planning Software

• A nonprofit focus

• Time-saving reporting 

• User-friendly interface

• Multi-user collaboration

• Real-time tracking and reporting

• Secure data storage

• Compliance with your organization's IT requirements

Wrapping Up

Strategic planning doesn't have to be an energy-drainer. With the right approach and tools, it can be an empowering process that propels your nonprofit to new heights. Embrace a new mindset, have co-champions lead the way, keep it simple, focus on process over results, and utilize technology to make your life easier.

From us here at Mission Met, we're rooting for you every step of the way. Keep up the good work!

How to Ace Your Podcast Appearance as a Mission Driven Leader

As a key team member of a nonprofit, you already have a strong passion for making a positive difference in the world. However, it's easy to feel like your message isn't being heard by a wider audience. That's where podcasts come in - they allow you to share your organization's story and mission with a community of supporters who are eager to listen. 

Not only can appearing on a nonprofit podcast boost your organization's visibility, but it can also showcase your expertise as a leader in the nonprofit sector. Through podcasts, you have the opportunity to connect with like-minded individuals and gain new supporters for your cause. So, why not take advantage of this powerful platform and share your story with the world?

Whether you're new to podcast interviews or have done many before, it's essential to approach each one with the right preparation and mindset. Here are a few tips to help you prepare for your next podcast appearance. Let's dive in!

Do Your Research

Before you sit down for your interview or record remotely, research the podcast and host. Take note of the topics and themes the podcast typically covers and listen to a few episodes to get a sense of the host's interview style.

Jot down a few questions and topics that resonate with you and your organization and prepare answers or thoughts you can share during the podcast.

Here are a few questions to consider to get you started:

1. What inspired you to start this nonprofit or want to work for this nonprofit?

2. What challenges have you faced while running the nonprofit?

3. How has your work impacted your community? 

Practice Your Message and Elevator Pitch

As the spokesperson of your nonprofit, you're the go-to person for sharing your organization's message, achievements, and goals. Take some time to practice sharing your message, so you can easily relay it to the listeners.

Prepare a 30-second elevator pitch that touches on your organization's mission, values, impact of your work, and how people can get involved in your cause. This gives the host and listeners a quick overview of your organization and establishes your credibility as the executive director.

Don’t forget to review your nonprofit’s strategic plan. Your plan will ensure that you convey your message and values during the interview. It will also help you refine your talking points, be clear about your goals and objectives, and better communicate your vision to the audience. 

Your 30-second elevator pitch should include the following:

1. Introduce yourself and the name of your nonprofit. 

2. Describe why your nonprofit matters by highlighting how your organization helps people or improves the community.

3. Explain how people can volunteer or support your work.

Read more about finding your nonprofit’s brand and voice which may help in developing an elevator pitch.

Think About Your Audience

Most podcasts have a distinct audience, and it's essential to think about who you'll be speaking to. Is the podcast geared towards donors, volunteers, or the general public? Knowing your audience can help you tailor your responses and topics to appeal to them.

Consider what you want the listeners to take away from your interview. What key points do you want them to know about your organization, and how can you make an impact on their lives?

A few key points for any audience of a nonprofit podcast include:

1. Your mission is the most important statement and should be considered a key point because it should simply explain what you do and why you do it.

2. Your impact with specific numbers, if possible. (How many people have you served, what programs offered, etc.)

3. Why they should donate/volunteer/or learn more about your nonprofit including the vision for your nonprofit and upcoming goals.

Don't Be Afraid to Share Personal Stories

Personal stories and anecdotes are essential for connecting with the audience and humanizing your organization. Think about a few moments where your work has impacted the community or a significant change that happened due to your work.

People want to hear about the impact of your organization, and a personal story can stick with them long after the interview is over.

Ideas for these types of stories:

1. A success story that includes details about how the individual was helped, and how their life has changed as a result. 

2. Testimonials from volunteers or clients with specific details about how they helped or were helped and why they are passionate about your cause.

3. Behind-the-scenes look at what goes into running a nonprofit can be an effective way to engage an audience in your mission and encourage volunteers and donations.

Read more about how storytelling can inspire your audience.

Keep It Simple

When sharing your message, it's best to keep it simple and straightforward. Instead of diving into the scientific details or funding intricacies, focus on the nuts and bolts of your organization. Share how your work positively impacts the lives of your constituents. It's all about making a difference!

Don’t forget to provide a call to action by giving the audience a specific place to land after the episode. Don't send them to your homepage. We recommend either creating a page specifically for that podcast appearance OR create a unique page for donors, volunteers, and supporters to begin their journey of supporting your mission. (Check out some of ours at www.mission-driven.org/start or www.mission-driven.org/begin.)

Creating a webpage specifically for your podcast appearance can be a game-changer. Not only does it give your listeners a dedicated space to learn more about you and your nonprofit, but it also serves as a place to continue the conversation started on the podcast. By providing additional resources or even just a simple message thanking your audience for listening on the page, you help build a connection with them that can lead to long-term engagement. Having a dedicated page will also make it easier for you to track the traffic and engagement of that podcast.

Remember that You're the Expert

As a leader of a nonprofit, you're the expert on all things related to your organization. Don't be afraid to share your knowledge and insights with the audience. You have valuable information to share, and this is an opportunity to showcase your expertise.

Be confident during the interview and remember that you're the go-to person for anything related to your organization.

As a nonprofit executive director, podcast interviews offer a fantastic opportunity to share your message and connect with supporters. By doing your research, preparing your message and elevator pitch, thinking about your audience, sharing personal stories, and remembering that you're the expert, you can ace your podcast appearance.

With these tips and tricks, you're sure to leave a lasting impression on the listeners and make an impact on your organization's cause.

2 Powerful Tools to Make Time for Your Nonprofit’s Strategic Planning

This article was originally written for Nonprofit Pro.

Do you feel like there is never enough time in the day to work on your nonprofit’s strategy? You are not alone! Nonprofit leaders often share this sentiment due to numerous urgent and competing demands such as taking care of personnel issues, fundraising, grant proposal writing, engaging stakeholders, communicating with the board, and on and on.

It’s no wonder why strategy can easily slip through the cracks. While it can be hard to make time and space for strategic planning and execution, having a robust strategy is vital for any organization that wants to ensure long-term success. 

Although there isn't a quick fix to find more time, fortunately, with the use of some tools, making time for strategy and other priorities doesn’t need to feel like such a daunting task. Let’s explore ways to make strategic planning more manageable each week by using the Eisenhower Time Management Matrix and the Focus Funnel.

Eisenhower Time Management Matrix 

In the 1950’s, in response to his need to quickly prioritize his profound responsibilities as a US general and president, Dwight Eisenhower created a simple prioritization and time management tool that became known as the Eisenhower Matrix. Since then, the matrix has been adapted and expanded upon worldwide, most notably by Stephen Covey in his seminal work on personal and professional productivity. 

This matrix helps you focus on the tasks that are most relevant to your goals while avoiding those that are not. The matrix categorizes tasks into the following four quadrants:

Quadrant 1 refers to your urgent and important tasks. Tasks in this section demand immediate attention and have significant consequences if delayed. Prioritizing and allocating sufficient time to tackle these tasks is crucial to avoid negative outcomes. Balancing time spent in this quadrant with other quadrants is vital to prevent burnout and maintain overall productivity.

Examples of tasks found in this quadrant include:

- Responding to personnel or financial emergencies

- Meeting deadlines for critical projects or assignments like submitting a grant

- Finding and communicating with volunteers for an event coming up soon  

- Managing unexpected events or interruptions such as issues at onsite program locations 

Quadrant 2 refers to tasks that are important for long-term goals and personal/professional development, but lack pressing deadlines. Neglecting these tasks can have negative consequences, such as being left behind in your field or decreased well-being. 

Examples of tasks falling within this quadrant include:

- Setting and measuring progress on long-term goals through strategic planning

- Engaging in continuous learning and professional development through webinars, trainings, and association newsletters

- Cultivating and nurturing relationships with your community, donors, and key stakeholders 

Quadrant 3 includes tasks that are urgent but not important. These tasks have immediate deadlines but do not contribute to long-term goals or personal/professional development. They are often considered distractions and time-wasters. 

To manage time effectively in this quadrant, it is crucial to minimize distractions by declining unimportant invitations and setting limits for social media use. Delegating tasks, outsourcing services, time batching, and automation can also help. By minimizing time spent on quadrant 3 tasks, individuals can increase productivity, reduce stress, and make progress toward long-term goals. 

Examples of tasks found in this quadrant include:

- Attending meetings that don’t have clear outcomes

- Working on projects that are not related to your goals as stated on your strategic plan

- Excessive social media use beyond marketing and promotional strategies

Quadrant 4 consists of tasks that are classified as not important and not urgent. These tasks do not have immediate deadlines nor do they contribute to long-term goals or personal/professional development.

Effective time management in this quadrant involves recognizing tasks that lack value and may not be worth doing, even if delegated to someone else. Spending time on these tasks often hinders the completion of more significant tasks. In most cases, it is advisable to eliminate these tasks from your to-do list. Setting limits on leisure activities, declining non-essential social invitations, and engaging in more productive and fulfilling activities can help achieve this.

Examples of tasks in this quadrant include: 

- Excessive personal conversations during meeting times

- Unsuccessful fundraising or outreach activities

- Low-value social media activities

Here is a visual of the four quadrants using the examples from above.

One important point to note is that not all fun or relaxing activities should be lumped into this category. Play and unstructured time hold significant value and do not necessarily belong in this fourth quadrant.

The Focus Funnel

A second powerful framework that helps streamline your workload, reduce distractions, and focus on what really matters – like strategy – is Rory Vaden’s Focus Funnel. Vaden, a best-selling business author and entrepreneur, established the Focus Funnel as a way to help people better manage their tasks. 

What I like about this method are the five stages of action that Vaden suggests after identifying your tasks and their importance/urgency level (after completing the time management matrix from above).

The goal is to start at the top of the funnel and work your way down by evaluating which tasks can be put into the following stages: eliminate altogether, automate for efficiency, delegate to others, defer or procrastinate, and finally, concentrate.

Eliminate: When reviewing your matrix results, you may be able to first eliminate tasks that fell into quadrants 3 and 4.

Automate: The tasks that can be effectively automated include anything repetitive or mundane, such as data entry, scheduling, and invoicing. Strategic planning software like Causey can help you save time by automating reminder messages to your team to track the progress of your plan. By implementing the right tools and systems, you can streamline these tasks and eliminate the need for manual intervention, which ultimately frees you up to focus on more complex or creative work.

Delegate: Delegation is an essential aspect of your personal productivity. Vaden suggests delegating tasks that can be done at least 70% as well as you can do it. By outsourcing certain tasks, you can free up valuable time to focus on high-priority projects that require your specialized skills and expertise. Delegating some of your strategic planning processes to a consultant can help save you time in working out logistics and provides you with expert guidance along the way.

Delay or Procrastinate: Procrastination does not need to be a bad thing. In this stage, you should focus on your most important tasks while intentionally delaying less pressing matters. By doing so, you can ensure that you are putting your energy toward the activities that will have the greatest impact on your nonprofit’s goals and success.

Concentrate: Your undivided focus and concentration should be reserved for tasks that fell into quadrants 1 and 2. This includes implementing a strategic planning process that builds in time for reviewing and measuring progress on your plan’s goals.

Conclusion

Running a successful nonprofit takes more than being an inspiring leader: it requires working on the right things, focusing, and developing strategies. The tools written here can help you make the most of resources so you have more time for strategy.

Using the Eisenhower Matrix and Focus Funnel can help you differentiate between urgent and important tasks and decide what should be prioritized, what can be delegated to team members, and even what should be procrastinated, if need be. 

The next time you’re feeling overwhelmed with all that’s on your plate, take a step back and apply the principles of these useful methods to guide priority setting and time management. Assess your tasks using these tools and you will soon find ways to save time and focus on strategy.