​For some context, Dr. Frankl was a psychiatrist in Vienna when World War II began. He was already an established and admired professor and author. He was invited to migrate to the US at the beginning of the war but stayed behind rather than leave his aging parents to suffer alone under the Nazi occupation. He was sent to four different concentration camps over the following three years. There, he was stripped of everything the Nazis could take. He tried to protect his work, his family, and his identity as a doctor and an academic. They took all that they could on the surface. But they couldn’t control what was in Dr. Frankl’s heart, mind, and soul. 

​If you missed it, it’s definitely worth a watch or listen! But, if you don’t have time to set aside to view it in its entirety, we’re going to summarize key points that the experts covered as well as give you our top takeaway when it comes to the conversation around nonprofit digital strategy.

​Well…yes and no. Yes, you should feel good about the hire, and you should take a pause, but not for too long because the next phase of the transition is only beginning. “What!? Only beginning?” you say. Yes, hiring the new ED is just the first step of the transition journey. The next important move for the Board is to ensure your new leader settles confidently into the role for a long tenure.
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So, release that breath and let’s chat about this next phase.

Her penchant for philanthropy as well as her proven track record in nonprofit development make her a great fit to lead RMHC in Seattle into a new era. ​

Hopefully, this resource will emphasize the importance of board members in nonprofit organizations and highlight the value of supporting them across the entire organization by fostering the right culture, offering educational opportunities and training, and providing coaching and feedback. My goal is to provide practical insights and strategies, empowering nonprofits to invest in their board members' growth and development, to create stronger organizations and a greater social impact. 

Maximizing the potential of board members is essential for achieving effective governance. When board members are empowered to reach their full potential, they become valuable assets who can drive positive change. By harnessing their skills, knowledge, and passion, nonprofits can leverage the collective wisdom of the board to make informed decisions and provide strategic guidance.

The board member sticking their head in the sand and refusing to get on board with AI realities, opportunities, and threats to the organization over the long haul will likely find that either they will be replaced by someone who is keeping up with the times, or their organization will fall behind and fail to accomplish its mission as effectively as it could have otherwise. What do you need to know about AI for nonprofits?

The rationalizations for resisting actually doing succession planning range from, “Who am I to tell future leaders who to pick?” to “I should wait to do this until I am closer to leaving.” Often times it starts to sound more like a discussion about wills and death. 

But, regardless of the response when the subject is broached, effective succession nonprofit planning is crucial for an organization to maintain its focus and purpose regardless of who is leading. Nonprofits accumulate valuable institutional knowledge and expertise over time. A well-executed succession plan helps create a transfer of knowledge from outgoing leaders to their successors, preventing the loss of critical information and experience needed to keep the organization serving its key audiences. For this reason, it is always a worthwhile endeavor for nonprofit leadership to plan for the future no matter what stage of their career they are in or what is going on within the organization!​