The vitality of a nonprofit hinges on the commitment and enthusiasm of their employees towards the organization's mission. However, the nonprofit sector is currently experiencing a significant exodus of employees. This is the result of various factors such as inadequate compensation and benefits, limited long-term growth, poor work-life balance, and even ineffective leadership.

Recognizing and appreciating all employee efforts is crucial to fostering a sense of worth, thereby ensuring their continued motivation and loyalty. To embark on this journey of cultivating such a culture within your organization, here are five actionable strategies to get you started.

1. Reevaluate your budget

When looking at the budget, make room for all employees. Offer incentives for exceptional performance and advocate for the employees that work tirelessly. Award and recognize dedication and reliability. Foremost, ensure that…

The COVID-19 pandemic has shown us that a crisis can come in all different shapes and sizes, and it can impact just about anyone and everyone. The nonprofit sector has taken a significant hit during the pandemic and become a strong reminder that nonprofit leaders need to have the skills to plan and guide their organization through a crisis successfully. Nonprofits provide vital resources and services to society, therefore having a higher level of crisis resistance will increase a nonprofit’s effectiveness.

A crisis management plan is essential for all leaders and their organization to have. Some organizations fail to create a plan because it takes time and resources, however, it is important to realize that organizations that lack any type of plan when a crisis hits have a significantly lower rate of survival. There is no “one size fits all” type of crisis management plan, but leaders who have been through and survived significant crises have given the following recommendation for successfully working through one.

Develop a vision and plan of action to get through the crisis

Leaders have to make decisions quickly during a crisis, so when one strikes, nonprofit leaders need to create a plan of action. This plan of action should include a vision of what the organization wants to achieve during the crisis, and it…

Nonprofit leaders make decisions. In fact, the nonprofit leader’s job description could be described as:

• Worry about worst-case scenarios
• Sign your name on things 
• Make decisions 

Every nonprofit leader must be comfortable making decisions and be willing to own the outcomes no matter what. An effective strategic plan will not only provide direction for the organization, it can give nonprofit leaders guidance in day-to-day decision making and promote more predictable outcomes. From financial concerns to personnel decisions to crisis response, the strategic plan should not be reserved only for long-range goal setting. It can drive daily decision-making.

How an organization develops their plan will determine whether it is a valuable, useable tool for everyday decision-making, or a well-written document that no one cares about. Stakeholder involvement will drastically improve the final plan and create a culture of participatory decision-making. There is no benefit to discounting any individual or group from participating in the planning process. Employees, volunteers, donors, community members want to feel connected to the organizations they care about. Seeking their participation in the strategic planning process can give them this connection. Even the people who benefit from the organization’s mission can provide valuable input on the strategic plan.

In order to improve the…

Diversity and inclusion are not new terms for the nonprofit sector. They have been brought to light in recent times, however, due to the changing demographics of the Unites States. Between 1980 and 2020, the working white population has declined from 83% to 63%, while the minority working population has doubled. Unfortunately, in the nonprofit boardroom, this change has yet to be reflected.

According to the Impact of Diversity study, nonprofit boards are 78.6% white, 7.5% African American and 2.6% Asian American. Board diversity could lead to increased innovation and creativity. Experts feel a primary reason for this issue not being prioritized is related to the fear of redistribution of power. It is demanding of an organizational cultural change that will adopt inclusivity in all aspects, both internally and externally. Strategies to diversify nonprofit boards can be divided into three broad phases.

Phase 1: Triple A’s - awareness, attitude and action

Developing awareness and sensitivity towards diverse voices is an initial step in the process, but not the easiest. This awareness may need practical steps such as diversity trainings and…

Collaboration is a loaded word. Why should a nonprofit collaborate with their community or stakeholders? Where does a nonprofit begin the process of collaboration? How can an organization collaborate with stakeholders successfully?

The why

Through collaboration with stakeholders, an organization can implement specified programs, leading to higher success. For nonprofit organizations, this means increased program outcomes leading to community awareness, funding from donors or grants, and increased employee morale. By listening to the community and responding to their needs, nonprofits can garner trust. Enhancing capabilities starts with social innovation and engagement with stakeholders. This leads to the ability to deliver social benefits and create a thriving social enterprise. Woodford and Preston list four main outcomes to validate stakeholder participation: helping organizations make informed decisions, facilitating stakeholder commitment and support, stakeholder education about the organization, and successful program implementation.

Where to begin

According to Nina Simon, “community” is defined as public stakeholders or beneficiaries that have a shared interest in the organization. The community consists of stakeholders, but who are the stakeholders? Elizabeth Castillo defines a stakeholder as “a person (or entity) who can affect and/or be affected by your organization.” Once an organization knows which community they…