The Overhead Lie
The nonprofit sector tells itself a comforting story: that mission is what matters, and overhead is what must be minimized. It sounds disciplined. It sounds virtuous. And it is one of the most damaging lies we keep telling. Because it systematically underfunds the very systems that make mission possible at scale—and then blames people when those systems fail. The False Moral Divide In many nonprofit and philanthropic conversations, “mission” and “overhead” are treated as opposites. Mission is framed as pure, direct, and worthy. Overhead is framed as administrative, indirect, and suspect. Programs feed people, house families, educate children, and provide [...]
Conflicts of Interest: The Trick Question Most Boards Get Wrong
Are conflicts of interest good or bad? It’s a trick question. They are neither. Most board members who find themselves in a conflict are not scheming. They are not self-dealing. They are trying to help. That’s what makes this hard. When board members mistakenly believe that conflicts are "bad", disclosure ends because Board Member ABC would never do anything "bad". Maybe so, but that isn't what a conflict is. What a Conflict Actually Is A conflict of interest exists when another interest — financial, relational, professional, or fiduciary — could influence, or appear to influence, a board member’s judgment. It [...]
Governance as Coordinated Design in Complex Nonprofits
The Reality We Rarely Say Out Loud Nonprofits are expected to solve society’s hardest problems. Their missions are expansive, urgent, and morally compelling. Staff carry this work every day—navigating complexity, constraint, and consequence in real time. The stakes are high, the margins are thin, and the work rarely pauses. Boards, by design, engage episodically. A few hours a month. Often through reports, approvals, and oversight rather than sustained engagement with implementation. This is not a criticism of boards. It is a structural reality. And yet, we routinely expect transformational outcomes from governance systems that were never redesigned for the scale, [...]
Board–staff tension usually isn’t about people. It’s about language.
In nonprofit boardrooms, I often hear some version of: “This is really a joint responsibility.” It sounds collaborative. It sounds generous. And in practice, it’s often where accountability quietly disappears. When roles stay vague: Boards drift into execution or micromanagement Staff absorb expanding expectations — often without authority Frustration builds on both sides of the table I see this most clearly around fundraising, where responsibility is frequently shared in theory and misplaced in practice. This article explores how language like “joint responsibility” shapes governance — and why clearer role framing protects staff, strengthens boards, and improves decision-making. Strong governance isn’t [...]
When Board Stability Becomes Risk
Most nonprofit boards don’t loosen or abandon term limits because they’ve done a careful risk analysis. They do it because change feels risky. Recruitment is hard. Transitions are uncomfortable. Long-serving board members feel familiar, dependable, and safe. When someone has “always been there,” the idea of losing them can feel destabilizing—especially in moments of uncertainty. But here’s the uncomfortable truth: what feels like stability can quietly become one of the greatest governance risks an organization faces. Comfort Is Not the Same as Safety Over the years, I’ve heard every version of the same justification: “We don’t know who else to [...]
Do Boards Really Need to Approve the Treasurer’s Report?
Many nonprofit boards routinely vote to “approve” the treasurer’s report. It feels responsible. It creates a record. It signals attention to financial stewardship. And yet, it’s often the wrong question. Treasurer’s reports and internal financial statements are not actions for a board to approve. Boards can’t revise a balance sheet or vote a different cash position into existence. What boards can do — and must do — is understand the financial information well enough to govern wisely. When boards vote to approve treasurer’s reports, the motion can unintentionally substitute for the real work of fiduciary oversight: asking good questions, understanding [...]
Before You Start a Nonprofit, Ask These Questions
Every time I speak to a university class, a student inevitably pulls me aside and says,“I want to start a nonprofit. What advice do you have?” They expect encouragement. What they usually get is something more complicated — and, I hope, more useful. Starting a nonprofit is often framed as a natural response to seeing a problem in the world. You care. You’re motivated. You want to help. Those things matter. But they are not enough on their own to justify creating a new organization. Nonprofits are not just expressions of purpose. They are operating systems. They require governance, capital, [...]
What CEOs Should Ask For in Their Own Evaluation Process
Part Three: What CEOs Should Ask For in Their Own Evaluation Process For CEOs and executive directors, the annual evaluation can be one of the most nerve-wracking moments of the year. Even experienced leaders feel the weight of it. The power dynamics are real, and the implications extend beyond a single conversation.A strong evaluation process does not eliminate that tension, but it can contain it. Importantly, evaluation does not have to be something done to a CEO. At its best, it is a process shaped collaboratively in service of clarity, learning, and sustainability.It is reasonable for CEOs to ask for [...]
What Boards Get Wrong About CEO Evaluations — and Why It Costs More Than They Expect
Part Two: What Boards Get Wrong About CEO Evaluations — and Why It Costs More Than They Expect Many boards look for an out-of-the-box CEO evaluation template. The impulse is understandable. Governance work is demanding, board members are busy, and templates promise fairness and efficiency.But CEO evaluations rarely fail because boards lack tools. They fail because the process does not reflect the actual work the CEO is doing, the strategic priorities the board has agreed to, or the real conditions under which leadership occurs.Chief executives do not have generic jobs. Their responsibilities vary based on organizational maturity, financial health, regulatory [...]
Why CEO Evaluations Matter More Than Most Boards Realize
Part One: Why CEO Evaluations Matter More Than Most Boards Realize Most nonprofit boards understand that evaluating the chief executive is part of their responsibility. What is less often acknowledged is how much weight that moment carries — not just for the organization, but for the person sitting across the table.A CEO evaluation is not a procedural requirement or a compliance exercise. It is a moment that can shape trust, confidence, and momentum long after the meeting ends. Done well, it can be one of the most constructive conversations of the year. Done poorly, it can quietly erode partnership, clarity, [...]
