“Giving” Instead of Giving Up: 4 Donor Strategies to Use Now

Most nonprofit leaders will agree that philanthropy is essential for sustained impact and growth, yet it’s never as easy as it seems — especially during times of uncertainty. However, with so much at stake, nonprofit leaders must find a way to cut through the clutter to incite giving among potential donors. To support your mission, these four (4) strategies are ready to use now, to strengthen fundraising resilience and deepen donor trust.

1. Engagement Counts Before Dollars

Recent reporting from Philanthropy News Digest indicates that nonprofits are facing higher service demands while experiencing declines or delays in traditional funding sources. Organizations that maintain communication, transparency, and donor-centric engagement are outperforming peers. Donors want to understand the real-time impact of their contributions and see how organizations adapt to changing conditions in real time (not just annual reports).

Do this, not that: Donors want clarity and connection — not just another appeal. Before you solicit, engage their animating passions, a phrase the former VP of Advancement at Georgetown University, Jim Langley would often say. Be sure to stay current with news regarding the last giving request. Donors want to know what became of last gifts, given before being repeatedly asked for more. Tell the story of your impact at every opportunity. Let donors see the fruits of their contribution.

2. Proactive Fundraising

The Association of Fundraising Professionals (AFP) advises that proactively assessing risks within the funding pipeline and identifying opportunities for diversification are beneficial steps. For optimum effectiveness, nonprofits must strengthen board involvement, conduct scenario planning, and initiate transparent communication with donors. Being proactive rather than reactive builds stability and confidence among stakeholders and despite that being obvious, it is so often overlooked.

Do this, not that: Proactive fundraising starts with knowing your risks and engaging the board deeply around those risks prior to solicitation.

3. From Scarcity to Strategy

Giving USA emphasizes a shift in mindset. Instead of operating from a place of fear or scarcity, high-performing nonprofits adopt a strategic, future-focused approach. Staff empowerment, cultivation of core donors, and consistent small wins all contribute to long-term resilience. Leaders who communicate optimism while remaining grounded in data tend to retain donor trust. Overpromising and under-delivering is a sure way to erode trust; make goals aspirational yet not absurd.

Do this, not that: A strategic mindset turns pressure into possibility — remember to make goals a stretch but not so much of a leap that it can’t be achieved within time frame or within current conditions.

4. Giving is Personal

As donor expectations evolve, personalization is becoming indispensable. Nonprofit PRO highlights the importance of precision engagement through segmentation, customized communications, and tailored stewardship. Organizations investing in data analytics are better positioned to understand donor motivations and increase donor lifetime value.

Do this, not that: No “dear donor” letters; know your audience before you speak; Precision and personalization are the essential pillars of donor engagement. Align the ask with donor affinity and couple the segmented solicitation.

Remember, Give/Get Opens Doors

Nonprofit leaders today must balance immediate financial pressures with long-term vision. today’s donor doesn’t want to only be engaged around giving. Instead, think of what do donors get to build; what do donors get to take action upon (volunteer); what do donors provide access to and to what do they receive access? The most impactful donor campaign will engage all of the donor (their mind/expertise, pockets/dollars, and tangible abilities/actions). The organizations that thrive will be those that invest in the “whole donor” and build relationships, communicate consistently, embrace data-driven strategy, and maintain flexible giving models. Strengthening donor trust and demonstrating impact are the most critical components for sustainability. With intentional strategy and courageous leadership, nonprofits can not only endure challenging financial times—they can emerge stronger.

Unstuck on Purpose: Reclaim Your Passion…Now

“You’re not stuck, your strategizing” but don’t forget to act on your own behalf. I’ve re-released this article with additional insights and experiences from engagements held with business partners, past & current coaching clients, community organizations, peers, and family — many of us get stuck for what may feel like no good reason, but feeling “stuck” gives an opportunity to overcome it. It’s hard(er) to act upon that which we don’t know; accepting the signal of the feeling is really your mind and body’s way of getting your attention. Let’s consider a professional blockage that has you feeling unable to break through or move ahead professionally — what to do under these conditions to move through this moment with clarity, confidence, passion, and purpose.

Step 1: You’re Not Stuck — You’re Strategizing


An unexpected career change or “plateau” isn’t a sign of failure. It’s often a sign that you’ve outgrown your role but haven’t made space for what’s next. You’re doing what you’re good at—not necessarily what you’re meant for now. You’ve deprioritized your own goals while supporting everyone else’s — does this sound familiar?

Reframe it: This isn’t a dead end. It’s a launch pad—but only if you pause long enough to listen to what your career (and life) is trying to tell you. Do yourself a favor and listen to your inner voice. Not that the one that says you can’t before you even get started, but the one that says, let’s try something new.

Step 2: Audit Your Energy, Not Just Your Calendar


Forget your to-do list. Ask: What gives me energy? What drains my energy? That’s your real GPS. No doubt, some people and efforts are more draining than not — identify what robs you of your energy and if it can’t be removed (and not all drainage can go), control for it through a deeper understanding. Book end those efforts or interactions with more of what excites you.

ACTION:
Over the next week, keep a simple “Energy Journal.” After each meeting or major task, ask: “Did that light me up—or wear me down?” At the end of the week, circle the 3 highest-energy moments. Look for patterns. At differently around your greatest passions — prioritize your passion.

Those moments aren’t accidents. They are breadcrumbs—pointing toward what’s next.

Step 3: Reconnect With Your “Why”


Success is not a substitute for purpose. It’s possible to win the race—only to realize you were on the wrong track. Trust me, I’ve won many professional races that weren’t truly my race to run. Reached goals that were outlined by someone else and contributed to their glory while my passion awaited. Be willing to ask yourself why, over and over again to ensure you are moving with your best intention.

ACTION:

  • Write two short reflections (100-250 words each):
  • Work View: What does work represent in your life? Security? Impact? Status?
  • Life View: What do you value most deeply? Where does meaning come from in your life? The things that you value, are those values evident when your profession is considered? Look for alignment between what you value and what you give your time and attention toward.
  • Then ask: Where do these views align—or clash?

Where there’s tension, there’s transformation waiting to happen.

Step 4: Explore 3 Bold Possibilities (Not Just one Safe Path)

If you only consider one path forward, every step feels high-stakes. Instead, sketch three possible futures—without judgment:

Path 1: Grow where you are. How could you expand, deepen, or evolve your current role?
Path 2: Pivot nearby. What adjacent fields or functions excite you?
Path 3: Leap courageously (this one is key). What’s your wild-card dream if fear or money weren’t in the way? I’ve taken this path in my life and lived to tell about it. In fact, the leap wasn’t so scary after all.

ACTION:

  • Choose one path to explore this month.
  • Informally interview someone doing that work.
  • Take a micro-course. Volunteer. Prototype before you pivot.

Step 5: Move From Planning to Progress

The biggest trap mid-career professionals fall into? Overthinking.
Don’t wait for a perfect plan. Momentum beats perfection.

ACTION:

  • Set a 30-day challenge: One goal. One outcome. One commitment.
  • Example: “I will complete informal interviews.”
  • Or: “I’ll publish one LinkedIn post about my interest in X.”

Progress is the antidote to being stuck. Action breeds clarity.

You Are Not Late—You’re Right on Time


You’re not behind. You’re becoming. This season isn’t about a title change. It’s about reclaiming the version of you that still wants more:
More meaning. More alignment. More boldness. More you.

So, let me ask you—What’s one small move you can make today?

Because getting unstuck starts when you stop waiting—and start choosing which way you want to grow.

Share your comments. What has helped you get unstuck in your career? Share this with someone who just needs a nudge. Follow me on LinkedIn at linkedin.com/in/monicamoodymoore and on Youtube @PivotonPurpose for more insights and inspiration and let’s grow together!

The Act of Weathering: A Leadership Imperative

I’ll admit, I’m a weather fanatic and based on some of the really tough professional roles I’ve fulfilled, I might be a storm chaser (pun intended).  I’m drawn to the act of weathering the storm (i.e. facing periods of crisis, disruption, or uncertainty and remaining steady, strategic, and composed through the mission).  I believe the “storm metaphor” offers insights and opportunities for leaders, whether it’s nonprofit leaders or industry executives.  The best way to get through the storm, first is to have a radar that provides real time data on the conditions to alert that the storm is approaching or has arrived.

Challenge #1 for many organizations today is to understand the data (your Doppler radar), truthfully within the context of reality with enough agility to pivot.  This isn’t a word salad; it’s a missing gap in many organizations. Those who weather well prepare in advance and create systems-level protocols that are constantly tested and practiced.  It’s knowing where the life boats are, ensuring they work with enough boats for all, well before the mayday signal.

Executives know, leadership is not found in calm waters but in how we navigate turbulence. Just as a ship’s captain anticipates rough seas and prepares the crew and vessel for what lies ahead, nonprofit and corporate leaders must anticipate and prepare for volatility — economic, cultural, or organizational. Storms will come even if the sky looks blue today.  The best leaders don’t wait for the storm to arrive; they build readiness into their culture and trust (key word) into their teams.

Challenge #2 – many organizations have an existing “trust” issue prior to the storm.  Employees may not trust team mates and/or leadership; the board may not trust the strategy of leadership; constituents may not trust the mission-execution alignment.  As a result, when disruption comes, trust (which acts as an adhesive) breaks fast and usually break down first.

What to do? Before a ship enters a strait, the crew checks the sails, secures the cargo, and confirms the route; those on board are well communicated with, know the emergency protocol and trust the training of the team. In much the same way, organizations that thrive during disruption are those that prepare before the winds shift. C-suite leaders who lead with foresight, emotional steadiness, and a sense of shared mission can guide teams through even the roughest conditions. However, it does begin with a “strong will do so” because this type of leadership can’t be phoned in so to speak.  Weathering requires focused execution.

What It Means to Weather the Storm

In leadership, *weathering the storm* is more than surviving a challenge — it’s about strategic steadiness amid disruption. The phrase originates from seafaring, when crews navigated through dangerous waters by adjusting sails, reinforcing the hull, and maintaining calm under pressure. Likewise, effective leaders anticipate turbulence, reinforce culture, and adapt course without losing direction.

Harvard Business Review calls this kind of steadiness, “adaptive resilience”— the ability to absorb shocks and realign strategy without losing momentum. McKinsey describes it as “dynamic stability”, where organizations remain grounded in purpose but flexible in execution.

In practice, weathering the storm means:
• Anticipating headwinds — scanning the horizon for market, cultural, or operational risks.
• Strengthening the vessel — investing in people, systems, and culture before the crisis hits.
• Leading with calm confidence — modeling composure that builds trust even when conditions worsen.

“Leaders who weather the storm don’t just endure — they evolve.”

The art of weathering the storm lies not in avoiding the winds but in learning how to use them. Great leaders reframe turbulence as a testing ground for innovation and character. They emerge not just intact, but transformed — with greater clarity about purpose and renewed confidence in their team’s capacity to adapt.

As organizations face economic headwinds, digital disruption, and cultural polarization, the imperative for leadership readiness is clear: build resilience now as a business practice: communicate with clarity on an ongoing basis (especially during the storm), use data not as wishful thinking but as a reality check , and reflect with wisdom after the storm with future recommendations and new practices (don’t forget to institute what’s needed for the next storm, now). Because leadership is not proven by how you perform when the skies are clear — but how you steer when they’re not.

What ‘Really’ Matters When Hiring a VP for Online Programs

Over my two decades in higher education — marketing programs, searching for and onboarding critical roles, teaching online, creating student success programs, and then working in the private sector and leading a business — I’ve seen too many higher education searches that really don’t “search” for the experiences, traits and competencies that truly propel organizations forward.  Take for example the nuanced and competitive world of “online education”. I refer to it as nuanced because the models for online learning vary, so do the business models, yet organizations often still try to hire the same static profile (more traditional higher ed than not).  If you’re an executive, search firm, or trustee hiring for a VP of Online Programs in higher education, here’s what I believe you “really” need to look for to avoid costly missteps.

Deep cultural fluency in higher education is nonnegotiable
Many hiring teams assume marketing acumen alone will carry this role. But in the context of online programs, marketing lives in tension with academic norms, faculty expectations, accreditation rules, student support obligations, and institutional mission. You need someone who:

  • Speaks the language of academia (program viability, curriculum design, learning outcomes, faculty incentives, governance)
  • Can navigate institutional politics and coalition‐build with deans, provosts, registrar, financial aid, student success, etc.
  • Understands the constraints and drivers in nonprofit vs. for‑profit or hybrid models
  • Respects — and champions — academic quality while pushing for growth

This is as much a sales + enablement role as a “marketing branding” role
In many organizations, marketing is narrowly cast as awareness, content, brand, and campaign execution. Online programs marketing, however, demands more:

  • Lead generation and funnel engineering
  • Sales enablement: equipping enrollment advisors / business development staff with messaging, collateral, training, tools, literature
  • Conversion optimization — from lead to application to matriculation
  • Revenue accountability: this leader must own not just marketing metrics (impressions, clicks), but pipeline, yield, retention, and ultimately revenue growth

Passion for client/student success is the anchor
It’s not just your institution’s reputation on the line — it’s students’ investments (time, money, effort, career outcomes). A VP who views clients or learners as “targets to hit” will fail. Instead, prioritize candidates who:

  • Demonstrate empathy and orientation toward outcomes (learning, retention, satisfaction, career trajectory)
  • Show evidence of proactive client/partner follow‑through (case studies, testimonials, renewal upsells grounded in value delivered)
  • Are intellectually curious about student success, instructional design, and pedagogy — not just lead gen

Data fluency and agility — not just dashboarding
Yes, dashboards and reporting are essentials (necessary yet insufficient alone). Beyond dashboards, you need someone who can:

  • Use data to test, learn, pivot (A/B, cohort analysis, funnel drop‑off studies)
  • Translate data signals into continuous improvement in campaigns, offers, positioning
  • Diagnose underperforming channels, partnerships, creative, landing pages, inquiry flows
  • Build or lead a culture of experimentation, rather than accepting “this is how we’ve always done it”

 A systems mindset — connecting siloes
Online program marketing doesn’t live in a vacuum. For success, a VP must:

  • Sit comfortably at tables across admissions, financial aid, retention/student success, registrar, academic units, learning tech with credibility
  • Push for alignment of incentives, data sharing, handoffs, CRM integration, enrollment feedback loops
  • Understand how marketing decisions affect operations (capacity, course scheduling, student support)
    – Advocate for technology, resource allocation, and process fixes to remove friction in the student journey

 Evidence over titles
When vetting candidates, go beyond fancy titles. Look for:

  • Documented growth in similar contexts (online, adult learners, nontraditional segments)
  • Clear role in revenue or enrollment outcomes (not just brand lift)
  • Examples of building or scaling marketing + sales + enablement teams
  • Experience working with internal stakeholders (faculty, deans) to align marketing to academic goals
  • Thought leadership, network, and domain credibility in higher ed marketplaces

Here’s what to do, ask probing questions:

  • “Tell me about the most failed campaign you led — what did you learn, how did you fix it?”
  • “How did you persuade academic stakeholders resistant to marketing change?”
  •  “When faced with underperformance in the funnel, what’s your diagnosis process?”
  • “How do you assess a new market for feasibility? What metrics do you build from zero?”

Rounding out the corners:
If you hire a VP of Online Programs who lacks higher ed fluency, sales orientation, client empathy, data agility, and systems mindset, you may win early signals such as the team gives grace or an unexpected new partner comes along but may suffer in the longer run to build scalable opportunities and repeatable business. Higher education can be very suspicious of leaders and vendors who offer much but fail to continue to deliver over time.  Remember, many higher ed institutions have been around longer than the average American company and many see higher ed leaders come and go. The suspicion comes from past experience for many.


Be sure to hire someone who not only markets well but also lives in higher ed and believes in its mission, sells with integrity, coaches with intentionality, orchestrates across siloes, and repeatedly delivers outcomes. Your institution’s reputation, student success, and bottom line depend on it.

CEO Ready: The Power of “Positioning” for Career Advancement

I’ve found in leadership, both in the nonprofit and corporate environments, we often focus on the titles we hold—VP, Executive Director, CEO without considering the role “positioning” plays regardless of the position. No doubt, some seem to lead with their title and not their practice, or even worst, job search by title without fully considering the scope of the role or the “positioning” inherent in the position within the organization.  But what if we reframe our thinking and treat our career path as a strategic positioning exercise? Much like marketing a product, positioning yourself as a leader is about crafting a narrative that highlights your unique value and aligns with the opportunities that can propel your career forward.

Rethinking Your Career as a Positioning Strategy

When we talk about positioning in the world of marketing, we mean defining how a product or brand stands out in the marketplace. In a similar vein, your career isn’t just a series of jobs—it’s a brand you build over time. This means thinking intentionally about which roles not only add to your resume but also position you as the leader you aspire to be. Question: What does your current position communicate about your valuable contribution and what future roles are more likely as a result of this role? Some roles lead upward; some roles can be more of a cul-de-sac… can you tell the difference ahead to time? I have asked in interviews, if the role isn’t new, what is the person who held the role last doing now — it’s a fair question even if the search committee isn’t prepared to respond, it gives me an idea of potential trajectory. Some roles are pipelines for other roles.

Identifying Roles That Catapult Your Career

Not all positions are created equal when it comes to career acceleration. A director in one organization — depending on scale, responsibilities, oversight — may not be the same as a director in another organization.  Some roles are stepping stones, while others are launchpads. For instance, a role that gives you exposure to board-level decision-making, strategic partnerships, or large-scale initiatives can do more than just add a line to your CV (curriculum vitae); it can reposition you in the eyes of future employers and collaborators.

Crafting Your Personal Brand Narrative

Think about how you want to be perceived. Are you the turnaround expert who takes struggling programs and revitalizes them? Over the course of my career, I’ve positioned myself as a connector and builder.  I once said in an interview, “I can build on a dime”.  To me, that was a play on “turn on a dime” speaking to my perceived agility but it also suggested I perceive myself as one who can build with limited resources — great for working in the nonprofit space? I now consider myself, the “connector-in-chief” and lead with my network and ability to forge new relationships that stick. What is your personal brand?  Are you the innovative leader who champions digital transformation? Once you define that narrative, you can seek out roles that reinforce it. This is the essence of positioning yourself:

you’re not just climbing a ladder; you’re choosing which ladder to climb.

Strategies for Effective Positioning

1. Identify High-Impact Roles: Look for positions that offer visibility, influence, and a chance to drive key initiatives. Roles that involve cross-departmental collaboration or external partnerships can be particularly powerful. Think carefully about your finances but sometimes a role at a lower salary but more visibility and cross departmental contribution can return higher dividends across your career than one with more pay in a very narrowly defined role. Pay can vary based on geography as well — consider all factors and not just base compensation when positioning yourself for advancement. Salary is important, yes, but not the only factor and I dare to say that scope of work and position within the organization are critical for career advancement.

2. Align with Future Trends: Position yourself in roles that are aligned with emerging trends in your industry—whether that’s digital innovation in education or new funding models in the nonprofit space. It’s been said, look and go where the ball is going – not where it’s been. You can build on new experiences and skills, without losing past capabilities. Your past matters but focus on future trends, not past realities as conditions shift.

3. Communicate Your Value Consistently: Use platforms like LinkedIn to share insights, articles, and stories that reinforce your positioning. This not only builds your brand but also attracts opportunities that align with your narrative. For many, this is scary – to put yourself out there as a thought contributor.  It’s easier to be chosen, when you can be seen and even easier if what is seen is respected.  So, before you go viral online, think of your message, brand, intention and alignment in areas that showcase your values. Don’t just think about the position for the title, consider the positioning of the role – who does it report to?  Who will see or receive impact from the work you do? With whom do you spend more time at work?  Answers to these questions help identify the positioning of the opportunity.

4. Build Your Personal Leadership Brand: While many struggle to make the connection between personal attributes and an actual “brand” that can be positioned and propelled, your career is very much an offshoot of your leadership brand. If you are unsure how to build your leadership brand or don’t know yet know if you have an authentic brand, view my Youtube video to get started: https://youtu.be/HgngoVjRWTs

Positioning Is More Than a Title

Ultimately, positioning yourself is about being intentional in the roles you pursue and the narrative you craft. Harvey Coleman established the PIE model (performance, image, and exposure), an effective framework to help shape your thinking around the essential elements of career advancement. Positioning in combination with the PIE framework can be a potent accelerator for those seeking to advance.

Every career choice is an option that communicates what you value. By thinking like a career strategist, you’re not just following a career path—you’re strategically designing it for the long haul.

Preserving the Human Dimension in Executive Search

Nonprofit and corporate boards should continue partnering with retained human-led executive search in the age of AI – I’ll tell you why?

My “Personal” AI Search Story

I was approached by a virtual assistant to discuss a pending opportunity.  The outreach came out of the blue yet I took the bait to learn more and explore possibilities. I was told a “virtual assistant” would contact me.  Call me naïve but I thought the virtual assistant was merely a staff person who worked remotely and would start the recruitment conversation.  I guess I had forgotten this was 2025.  Little did I realize that I was already caught in the AI bubble wrap.  From the start, the AI sounded real with an upbeat voice and intriguing questions that demonstrated “she” followed my comments and injected more commentary. “Good point, Monica” she said “I see the connection — sounds like you have successfully transformed teams and created programs at scale with measurable impact”. At the time, I had no idea she wasn’t human until she kept talking.  The more I heard, the more it was clear this person was not a person.  She was an AI Agent?! I found myself painfully distracted – trying to look under the virtual hood so to speak to learn her ways of trying to mirror me.

AI has already entered the recruitment sphere for talent —automating screening, scheduling, and even interviewing. Yet for executive search, especially at the retained level, human intuition, trust, and high-touch relationships remain irreplaceable. Boards must guide their companies to adopt AI as an enhancing tool—not a replacement—and ensure the human-centered rigor of retained executive search endures.

Use AI as an Enabler—Not a Substitute for Human Judgment

AI platforms—like Paraform—efficiently identify roles and sift through talent, saving recruiters substantial time. However, as John Kim, CEO of Paraform, emphasizes, “There needs to be a human in the loop for recruiting”. Best practice includes keeping humans in the mix when it comes to AI and executive search.

Board Takeaway: Advocate for AI that amplifies recruiter potential—sorting, shortlisting, and surfacing candidates—while human professionals steer the relationship, culture-fit evaluation, and nuanced judgment.

Maintain Trust Through Transparency and Candidate Experience

While AI increases efficiency, it often comes at the cost of clarity and personalization. For instance, asynchronous video interviews may speed up processing but leave candidates feeling detached. Worse, flawed implementations like Chipotle’s “Ava Cado” chatbot scheduled interviews at closed locations, eroding candidate trust. Those who have followed me know my belief in the power of building trust within professional cultures – as FranklinCovey shares, Trust is a multiplier and has grand impact effects. If your AI is diminishing opportunities to build trust, you are losing more than you know through that experience.

Board Takeaway: Ensure AI systems retain transparency and empathy. Encourage recruiters to explain AI’s role in the process, maintain feedback loops, and ensure quick escalation to human support when errors occur.

Embed Fairness through Human Oversight and Regular Audits

AI can inadvertently perpetuate bias—favoring familiar profiles and undermining diversity. Boards should ensure ethical oversight: regular audits of AI tools, fairness checks, and candidate outcome reviews. Of course, humans have bias as well, yet the AI lacks the ability to fully understand the effects of the bias if left unchallenged. Additionally, we all know that audits can help to reveal and align procedures with policies – when using AI within the realm of search, regular audits can help unmask potential risks before they are destructive.

Board Takeaway: Require AI vendors and internal teams to document bias mitigation protocols. Set policies mandating data audits, anonymized candidate reviews, and diverse review panels to guard against systemic bias.

Champion Human Judgment in Fit, Culture, and Leadership Potential

Executive roles demand more than technical match—they require cultural intelligence, leadership nuance, and adaptability. AI excels at breadth but lacks emotional intuition. As noted, AI screening benefits volume—but human insight remains critical for lasting success.

Board Takeaway: Preserve structured, high-touch human evaluations for final stages of search. Insist on real-world simulations, leadership interviews, and stakeholder assessments to complement AI’s shortlist.

Invest in AI Literacy, Not Replacement, for Search Leadership

AI isn’t going away. Instead of eliminating human roles, AI is shifting competencies. Recruiters and board advisors must be AI-literate evaluators and learn how best to use AI to augment the search process.

Board Takeaway: Support continuous learning for executive recruiters—focusing on interpreting AI outputs, spotting potential flaws, and integrating AI insight into strategic decision-making.

Advocate for AI That Elevates the Client and Candidate Experience

Boards must ensure retained search delivers superior experience—differentiated by quality, trust, and strategic insight. AI should support recruiters in delivering that experience, not detract from it. The candidate experience is key to creating positive impression and ultimate affinity.

Board Takeaway: Reinforce expectations that retained search—powered by AI—still follows white-glove protocols: personalized outreach, narrative-building, stakeholder alignment, and consultative partnership.

Human-led Search in an AI-Enhanced World

Retained executive search remains the gold standard for board-level positions because it centers human connection, judgment, and strategic insight. Boards should guide their organizations to:

  • Use AI to augment—not replace—the human recruiter.
  • Ensure transparency, fairness, and high candidate experience.
  • Preserve structured human evaluation for critical roles.
  • Equip recruiters with AI literacy.
  • Anchor search in empathy, cultural fit, and trust.

In doing so, boards can ensure retained executive search thrives—not diminishes—in the AI era.

To explore more, also see this Fast Company article, Why job seekers need an Ai powered human recruiter in their corner: https://www.fastcompany.com/91399981/what-ai-recruiting-looks-like

CEO Confessional: 4 Statements that Changed My Life

I often speak to CEO’s, working professionals, college students, and those in career transition to assist them in their journey toward “becoming” the next version of themselves.  In fact, I’ve updated this original post from 2020 with greater hindsight in my wake to share for your translation.

I’m frequently asked about defining moments that best illustrate turning points, catapults, and potential political situations at work that may have derailed my career if I hadn’t applied finesse or a higher degree of consideration to what was beneath the surface.  To better answer their questions, I began to reflect on the common denominators of some of my life’s most critical questions.  I found these simple, yet complex, statements have, over time, aided in my ability to create the life I most desired — all with a deep understanding that life will ebb and flow.  While I remain a work in progress for sure and “transition” in some form or fashion is a natural occurrence, I share my experiences in hopes of uplifting those currently experiencing transitions in their own career/life.  My life-changing (and potentially lifesaving) statements build upon the following sentiments: I believe, I can, I will, and I have. While not all statements saved my life, they all have changed my life in notable ways.

I believe… that we will win

“I” statement number 1: I believe firmly in “centering thoughts”.  To me, centering thoughts are conscience thoughts that return us to equilibrium. I found, equilibrium is achieved when my thoughts, beliefs, actions, and intentions are aligned, and I feel most connected with my soul.  I know these are deep concepts, and I encourage you to do some of your own “inner work” to see if this thinking resonates with you.  I came to understand early on that what I thought (or believed) impacted how I interacted with the world.  If I thought the world was against me, my response to it and posture within it corresponded with that belief.  If I believed there is a cycle to life and we are not stuck in one season or experience, that too inspired different actions. I discovered what I believe impacts the lens through which I see the world.  For example, if I believe my partner is giving his all, I am more inclined to accept his efforts and forgive deficiencies. If I believe that “we” will win, I’ll pour efforts into ensuring that outcome.

Similarly, if I believe supervisors are supportive of me and my contributions, I am more likely to give more within the work environment.  Over time, it became more important for me to derive my beliefs from evidence, experience, and investigation rather than accepting the beliefs of others as my own without inquiry.  What I believe directs what I do.  Because of this directional pull, it’s critically important for me to know what I believe (and why) at all times (or at least as much as possible). What I have come to believe has ultimately saved my life. Without first believing I could overcome the odds, my chances of overcoming them were minimized. Once I believed I had power to direct my mental state and intentions, evidence followed.

I also came to a clear understanding that my success was less of an “I” intention and more of a “we” commitment. I believe in the “power of we over me” — a phrase I’ve often heard from Dr. Michael Sorrell, President of Paul Quinn College and I believe it.

What thoughts do you believe that are contributing to or withholding you from your ultimate success?

I will…

“I” statement number 2: I will finish what I started.  For years, the cloud of not finishing my doctorate hovered over my head.  I first began my doctoral studies in 1996 at the University of Maryland, College Park.  I fell into the opportunity and undertook doctoral study at the time because it was an option available to me rather than a burning desire.  Because my will was weak at that time, for one reason or another, my focus followed the same path.  I was all over the place and painfully distracted.  While I enjoyed doctoral study immensely, I was raising a family and performing in a fast-paced work environment with a lot of travel and unable to focus deeply on the dissertation.  My peers graduated (or not) and left me in their dust.  I soon realized something had to give, and the first to go was my doctoral work. After all, my kids/family, and work still needed my time and attention.  The good news is that I ultimately earned my doctorate at the University of Pennsylvania in 2014 – yes, many, many years after I began in 1996, but, unlike so many others, I did finish and earned distinction on my doctoral defense. 

I discovered that my greatest deficiency back then was my attitude toward finishing – not my aptitude.  I had to make doctoral study more of a priority and not an afterthought.  A dissertation is not something that can be achieved with partial will – I had to be “all in”.    The day I said in no uncertain terms I will complete my doctoral degree was the day that my self- efficacy met my ability and pure passion to finish. I knew then, nothing short of death would prevent me from earning the credential!  I thought, I will finish or die trying – this was my state of mind. As a result, I am now Dr. Monica Moody Moore. 

So, what will you start in 2025?  What will you finish in 2025 keeping in mind that some undertakings will require more time? I encourage you to create your own “I will” affirmation(s) for the remainder of 2025.

I can…

“I” statement number 3:  I can handle the big job.  Professionally, I have achieved success by taking on the big jobs and tasks that were either messy or less desirable because of visibility, stress, or probability of success.   I believe that big risks can equal big rewards (and sometimes big failures).  To be honest, some of my willingness to take on “the big job” is mere personality.  Call it confidence or craziness, but I have these genes if they exist.  I raise my hand often and wonder what inner spirit has compelled me to step forward.  Yes, taking on the big job is scary, and sometimes things don’t go according to plan. However, I believe I can put forward the effort, learn new approaches, adapt to situations, create new ideas, inspire teams and people, and manage my own emotions.  From where did this belief first stem?  Coming from a “hard knock life” can create a sink or swim paradigm.  But what made me ever think I could swim in the first place?  I didn’t have a lot of success stories in my inner circle. The reality is that I didn’t know or think I could swim in my earlier professional days. I knew I could try and was willing to exert all moral possibilities to simply survive.  That said, the “I can” statement really began as an “I can try” statement, e.g., I can try to take a stab at leadership.  I can try to start my own business.  I can try to take on the big job. 

So, what can you try to do today to start your journey?

I have…

“I” statement number 4: I have all that I need.  The greatest fulfillment of my purpose came as the result of the “I have” statements I gathered along the way. 

I have a role to play.

I have much to contribute.

I have all that I need.

I was never committed to be a bystander in life.  I want to be in the game and playing in the starting line-up.  This mindset has compelled me to often search for positive ways to contribute and add value.  Never seeking to be the problem but rather the solution, I had to take inventory of the “what do I have to offer” resources in my toolkit.  From this inquiry came a resourcefulness to look to what I have rather than what I don’t possess.  To keep stock of my inventory of resources, I became keenly aware of how I was using my resources and to what benefit.

Lastly, I liberated myself with this one centering statement:  I have all that I need.  Trust me, this isn’t an absolute statement, and yes there are always desires; but I know I truly have all that is necessary to live in this world.  We are often on a quest to acquire, build, and achieve more and more regardless of the levels attained.  I, too, seek growth and development; yet, I realize that simplicity is all I truly need.  Seeing my cup as one that “runneth” over as opposed to one that is empty or half full has freed my mind and soul to accept what life brings and contribute more for the good of the order and others, than for my own fulfillment.

What do you have to give but didn’t realize until now? Share in the comments how your career can be advanced through activation of your own “I” statements. When it comes to partnership, who can best help you craft your way forward?

Purpose + Performance: Building Trust for Nonprofit Leaders via Executive Search

The age-old saying is true, who you hire matters. No doubt leadership choices have implications and what matters most after selection are the immediate steps leaders — especially nonprofit leaders responsible for transformation that changes lives — take to create a high trust culture with the capacity to perform under challenging conditions. In executive search, we are uniquely positioned to not only advance the search and find process for best-in-class talent, but trusted executive search firms like Encore Leadership Advisors, also support onboarding and executive coaching to ensure success.

The Importance of Building Trust, First

Stepping into leadership at a nonprofit—whether as Executive Director or Board Chair—comes with unique pressures. Unlike corporate leaders, nonprofit leaders must balance mission impact, donor confidence, community trust, and limited resources, all while guiding staff and volunteers through an uncertain environment.

In these moments, one truth stands out: your greatest asset is the trust and performance of your people. Stephen M.R. Covey reminds us that “nothing is as fast as the speed of trust.” Trust doesn’t just make relationships feel better—it accelerates decision-making, strengthens fundraising, and amplifies mission outcomes. For nonprofits facing shifting donor priorities, economic uncertainty, or increased community needs, trust is the performance enhancer that keeps organizations resilient.

So how can nonprofit leaders build trust and inspire high performance during uncertain times? Working with a trusted executive search partner such as Encore Leadership Advisors can help. Additionally research and practice point to several additional strategies:

Trust Begins at the Beginning with Psychological Safety

Nonprofits thrive when every voice—staff, volunteers, board members, and community partners—feels heard. McKinsey research shows that psychological safety unlocks innovation, and Google’s Project Aristotle proved it is the single most important factor in team effectiveness.

For nonprofit leaders, this means slowing down to listen before speeding up to act. Early listening tours with staff, funders, and community stakeholders can surface hidden challenges and unspoken truths. Gallup notes that employees who feel heard are 4.6 times more likely to perform at their best—a multiplier nonprofits can’t afford to ignore.

Action: Begin with a 90-day listening campaign. Ask questions about culture, mission delivery, and barriers to impact. Demonstrate responsiveness by acting visibly yet responsibly on the feedback. No doubt you won’t be able to act on every possible idea but you can hear all ideas to consider viability plus see patterns in the need.

Make Inclusion a Core Leadership Priority

Nonprofits often embody diversity in their missions and communities, but inclusion requires intentional leadership. Covey frames trust as both character (who you are) and competence (what you do)—inclusion is the intersection of both. Inclusion is not a dirty word; it’s a growth imperative.

McKinsey’s research shows organizations with diverse leadership outperform peers by more than 25% in profitability. For nonprofits, inclusion strengthens donor confidence, board engagement, and community credibility.

Action: Build diverse leadership pipelines, sponsor employee resource groups, and create forums for open discussions. Use anonymous pulse surveys to check inclusion progress and act visibly on the results. Inclusion for all is not exclusionary of anyone.

Anchor Performance in Purpose

Nonprofit staff and volunteers are motivated by purpose. Gallup reports that employees who strongly agree their organization has a clear mission are significantly more engaged and loyal.

When leaders keep purpose front and center—even during financial strain, staff turnover, or program pivots—they fuel resilience. In uncertain times, mission clarity is the compass that keeps teams aligned.

Action: Translate your nonprofit’s mission into clear, measurable goals for every department. Share stories of community impact regularly to connect daily work with long-term change.

Advocacy and Accountability

Accountability in nonprofits is often tied to stewardship of resources and trust with donors. But accountability should never be about blame.  Accountability begins with advocacy – ensuring your team has what is needed to succeed.  Hint to the board, your newly hired Executive Director also needs to know their needs are advocated for as part of this equation. Accountability coupled with advocacy supports clarity. High-performing nonprofit leaders and teams need to know exactly what success looks like and how it will be measured.

Harvard Business Review highlights that the best leaders balance empathy with accountability. That means creating clarity around goals and funding expectations while providing support to overcome challenges.

Action: Use tools like scorecards or dashboards to measure progress. Work with an executive search firm beyond talent acquisition into the realm of coaching. Celebrate program wins publicly and frame setbacks as collective learning moments.

Model the Change You Seek

In the nonprofit world, leaders are always visible—whether to staff, boards, funders, or the community. Your actions set the tone for trust. Stephen M.R. Covey calls this “declaring your intent and then keeping your commitments.” If you model transparency, humility, and courage, your team will follow.

Action: Share your leadership principles openly. Never stop learning updated approaches to change management in collaboration with industry experts. Admit mistakes, highlight team wins, and demonstrate win/win collaboration. In uncertain times, your consistency and coalitions become a stabilizing force.

Trust Multiplies Impact

Nonprofit leadership is never easy, but in times of uncertainty, trust and inclusion are your greatest accelerators. As Covey emphasizes, trust is not a soft skill—it’s a hard-edge economic driver. For nonprofits, it can be the difference between surviving and thriving.

The first 100 days matter and working with an executive search firm can help impact the outcome. Use the first 100 days to listen generously, lead inclusively, anchor in purpose, clarify accountability, and model trust. By doing so, you’ll not only sustain performance—you’ll amplify your mission’s impact.

Mission-Sustaining Leadership: A Strategic Guide for Nonprofit Boards

For nonprofit boards and executive leaders, few responsibilities are more critical than ensuring the right leadership to carry the mission forward. Yet, many organizations neglect to make succession a priority—often addressing it only when a resignation, retirement, or crisis forces the issue.

Without proactive planning, nonprofits risk losing momentum on critical programs, disrupting donor and stakeholder confidence, and weakening community trust.

As a Principal with Encore Leadership Advisors, I’ve curated best in class insights and strategy to help nonprofit boards and leaders move succession planning forward from a reactive scramble to a strategic, repeatable, mission-sustaining process. Beneath each bullet point is a lift that doesn’t need to be undertaken alone — not if you collaborate with an experienced executive search partner with the capacity to help you search, find and deploy talent in alignment with your mission.

The Risk of Waiting Too Long

When leadership transitions are managed reactively, nonprofits face:

  • Program disruption during critical service delivery periods.
  • Loss of donor confidence and potential funding gaps.
  • Staff uncertainty and turnover as morale and clarity decline.
  • Mission drift when new leadership priorities aren’t aligned with organizational values.

Case Example:

A mid-sized nonprofit dedicated to youth development lost its long-time Executive Director without a clear plan in place. The aftermath, program expansion stalled, a major grant renewal was jeopardized, and it took over 22 months to restore donor trust. In contrast, organizations with a documented, board-approved succession plan typically maintain stability and donor engagement through leadership changes due to the co-sign secured in advance of unanticipated leadership transition.

Reframing Succession as a Strategic Process

Succession is not a single hiring event—it’s a continuous governance responsibility. High-performing boards treat leadership readiness as an ongoing agenda item, ensuring the organization’s mission is never at risk.

Key Mindset Shifts for Nonprofits:

  • From reactive to proactive: Identify and prepare leaders before a vacancy arises.
  • From single successor to leadership pipeline: Build depth (not just breath) in multiple roles, especially in fundraising, program development, and operational efficiency.
  • From credentials to mission alignment: Evaluate leaders not only for experience but for courageous leadership, values alignment, and coalition building capacity to advance the mission in a changing landscape.

Nonprofit Succession Readiness Framework

Step 1: Governance & Accountability

  • Assign oversight to the Board Chair or a designated Governance & Nominating Committee.
  • Review succession readiness quarterly along with financials
  • Set measurable objectives for leadership development

Step 2: Build the Internal Pipeline

  • Conduct annual leadership assessments for senior staff and emerging leaders. This is not a performance review – this is an assessment of overall capabilities based on a score card. Some organizations may use a 9-box, 360 review or other assessments.
  • Provide cross-departmental projects to broaden experience.
  • Give potential successors exposure to funders, community leaders, and board members.

Step 3: Strengthen Your Nonprofit Leadership Brand

  • Clearly articulate your Mission Value Proposition (MVP): the impact, values, and culture that make your organization unique.
  • Share success stories that demonstrate leadership’s role in advancing impact.
  • Align incentives and recognition programs with long-term mission outcomes. Often the intended results are not tightly coupled with the incentives to achieve the goals.  Not all incentives have to have direct finances associated – recognition, access to new learning opportunities, exposure to visibility building moments are also viable options especially for emerging leaders.

Step 4: Engage Search Strategically

  • Use search partners such as Encore Leadership Advisors to map nonprofit talent aligned to your mission and growth strategy.
  • Maintain a “warm list” of potential leaders who understand the sector. Engage potential leaders through insider conferences and advisory boards as a standing practice.
  • Benchmark your compensation, culture, and reputation to attract top talent.

Step 5: Rigor in Selection, Transition & Onboarding

  • Utilize a white-glow search partner such as Encore Leadership Advisory to quickly yet thoroughly activate discovery of talent beyond your traditional pool.
  • Plan a phased transition to preserve donor and partner relationships.
  • Provide onboarding coaching for the first 12 months (minimum).
  • Set early “mission wins” to reinforce confidence among stakeholders.

The Nonprofit Succession-Readiness Toolkit

✔ Succession Readiness Checklist

  • MVP (mission value proposition) clearly communicated
  • Governance structure in place
  • Internal leadership bench identified and assessed
  • External talent mapping in progress
  • Transition and onboarding plan documented

✔ Board Discussion Guide

  • How prepared are we for an unplanned leadership change?
  • Who are our top internal candidates, and how are we developing them?
  • What future community needs or funding shifts will require different leadership capabilities?

✔ Leadership Fit Framework

  • Mission-Driven Vision & Strategic Thinking
  • Fundraising & Resource Mobilization
  • Cultural & Values Alignment
  • Stakeholder & Community Engagement Skills

✔ Onboarding Blueprint

  • 30-60-90 day integration plan
  • Stakeholder alignment meetings (staff, board, funders, community leaders)
  • Donor stewardship and visibility plan

Ready, Set – Go Find a Search Partner

 Without a proactive approach, even the most mission-driven organizations can lose ground. Proactive succession planning is both risk management and mission insurance. Organizations that master it will secure leaders who can better navigate uncertainty, inspire staff, mobilize resources, and sustain the mission for years to come. Encore Leadership Advisors is well equipped to help you plan and execute your next nonprofit search with attention to detail and innovation for talent search. There is no substitute

for great leadership and how you position your organization and secure your next leader matters just as much.

About Encore Leadership Advisors                          

Encore is a minority-owned leadership advisory and retained executive search firm centered around providing elegant human capital and talent management solutions to complex problems that our clients are experiencing. We pride ourselves on being trusted business partners that create intrinsic value while enabling our clients to drive continued growth and profitability. Encore’s clients range from the Fortune 1000 and Private Equity Firms to higher education, non-profit, and mid-sized businesses. Our point of difference is our depth of industry experience, speed, and white glove client and candidate service model while always presenting a diverse slate of candidates to our clients. Our Founder, Executive Search Consultants, and Senior Advisors possess decades of domain and global expertise from many of the world’s top companies.

Courageous Leadership – Everyday

If you think “courage” is a trait that escaped you, when it comes to courageous leadership, we can all develop a stronger muscle to lead differently using everyday bravery.  It’s a myth but many leaders still associate bravery with high-stakes risks or public acts of heroism. In truth, the bravest leaders are those who make quiet, consistent choices daily to act in alignment with their values, even when fear is present.

In my recent YouTube video, about courageous leadership, I outlined what courage really looks like in leadership—and why we need to redefine it according to the July 2025 Harvard Business Review article, Building Everyday Bravery. When considered together, these ideas form a call to action: lead with courageous consistency, not occasional boldness.

Bravery Is Not Loud. It’s Consistent.

Bravery isn’t the absence of fear. It’s the decision to move forward in spite of it. That’s the central message from Susan Francis’ HBR article, and it mirrors my own leadership experience. Courageous leadership is found in micro-decisions:

  • Speaking up in a meeting when the room is silent
  • Admitting when you’re wrong, especially in front of your team
  • Having honest performance conversations even when it’s uncomfortable
  • Asking for help when you don’t have the answer

These moments don’t make headlines—but they define trust, culture, and credibility over time.

What Makes Bravery So Hard in Leadership?

We talk a lot about psychological safety in organizations—but safety and bravery aren’t opposites. In fact, bravery builds safety. The more leaders are able to demonstrate courage through vulnerability, the more your team may also be willing to take risks to demonstrate bravery to speak up or accept accountability.  In essence, courage and bravery become a two-way street.

In fact, what makes courageous leadership hard isn’t fear itself—it’s our relationship with it. Many leaders have been taught to avoid vulnerability, to lead with certainty, and to maintain a façade of control. But people don’t follow perfection. They follow authenticity.

From the boardroom to frontline teams, employees are more likely to trust leaders who show realness, humility, and heart. Courage is what unlocks that.

A Framework for Practicing Everyday Courage

Here are three core practices, drawn from the HBR article and my own leadership philosophy, that you can begin applying today:

1. Practice Micro-Bravery

Think small yet specific. Choose to be brave in a single moment each day—give constructive feedback, speak truth (especially to power), or show vulnerability with the team. Bravery is a muscle. Use it daily.

2. Reflect on Discomfort

Discomfort is a compass. Ask yourself: Where am I pulling back from difficult conversations? Why? What would bravery look like in that situation? That reflection builds self-awareness and unlocks action. My Achilles heel is over analyzing situations yet I’ve found this type of reflection to be helpful in bringing about different behavior. Demonstrating courage in leadership is intentional until it becomes instinctual.

3. Reward Bravery in Others

Don’t just be brave—recognize it. Celebrate team members who challenge norms respectfully, share bold ideas appropriately, or take principled risks. Your recognition reinforces a culture of courage. In one work setting we would recognize those who took on the “stuff tough” of the week and many of the examples reflected courageous leadership; although the recognition wasn’t specifically around courage, the byproduct of taking on the tough stuff often included a demonstration of courageous leadership.

The Leadership Advantage of Courage

Why does any of this matter? Because courage fuels the very things leaders say they want more of: innovation, accountability, trust, and speed. You can’t build those on a foundation of fear or hesitation.

Courage is contagious. When leaders model it, they give teams permission to do the same. And that ripple effect can transform organizations from the inside out.

Leadership Is a Series of Brave Choices

You don’t need to climb mountains or lead revolutions to be a brave leader. You need to show up with intention and act with integrity—even when it’s hard. So tomorrow, when you’re faced with a moment of hesitation, ask yourself:

“What does courage look like right now?”

Then take the first brave step. Leadership demands it—and your team deserves it.