One can easily ruminate about the causes for division, the competition for donors/grants/staff, or the lack of trust that seems so pervasive in our field. But the leaders I admire and collaborate with aren’t distracted by these truths. Instead, they put their heads down and build. And some are even doing that differently. Rather than continuing to aim for an increasingly elusive bullseye, they’re pushing a ring or two further out on the target, finding the next adjacent group to join their movement. Here are some examples of how they’re growing their communities through inclusive approaches.

Why cautious leadership is now too risky.

There are two types of leadership, reward-based and transformational. Reward-based leaders set expectations, establish structure, motivate through incentives and enforce accountability. Transformational leaders articulate a clear vision, foster growth and self-actualization, provide inspiration and challenge the status quo. With few exceptions, today’s circumstances demand the latter. Read more to understand why and how to get comfortable with the uncertainty this type of leadership demands.

When was the last time you thought “no” but said “yes”? Accepted an invitation when you’d rather stay home with a bowl of popcorn on your lap? Or avoided letting a poor-performing staffer go even though they — and your organization — would ultimately benefit in the end? Guilt is there to keep us true to our obligations. Other times, it’s unwarranted. Here’s how to know the difference, and apply that to both yourself and the issue you’re working to solve.

Our jobs have become much more difficult. And it wasn’t that they were easy before. Though there are multiple cross-contributing causes, I believe four generations in the workplace is the most significant among them. Work on a cause is harder because effective communication requires constant code-switching between these cohorts. So, let’s examine how each manifests the three most common behavioral science biases, and what we can do about it.

We’ve all experienced it. That moment of shock when a friend, coworker or relative (hopefully a distant one) repeats a conspiracy theory with conviction. Next is an awkward pause that comes with the realization that challenging their belief would be futile. But the need to hold onto false belief systems comes from instincts not only worth understanding, but even emulating. New research reveals three powerful motivations that drive people to embrace falsehoods. So let’s make sense of sense making, and leverage that for good.

I still remember a late Friday afternoon call from a frantic client. “I’ve screwed up,” she blurted in place of hello. She’d gotten word from a board member that her annual appeal mailing had no return envelope for donations. “What do I do?” she asked. My advice was hardly groundbreaking. But the outcome gave powerful proof of a bias called the pratfall effect. Here’s what you need to know about it, plus three considerations for opening your organization up to more authentic, endearing communications.

There’s not much that doesn't get me thinking about human behavior and the innovative ways we might shape it. But sometimes, I’m influenced by the most mundane stimuli. Such was the case this week when a TV commercial for Generac emergency home generators made me stop and think. The ad wasn’t creative or entertaining, so I’m doubtful of its ultimate impact, but its strategy was chef’s knife sharp. The Weather Channel’s lead storm chaser, Jim Cantore, was the spokesperson. Who better than the captain of climate chaos to remind you that extreme weather can rob you of agency? Because at its core, Generac is about something in short supply that we nevertheless crave – control. Here are three ways causes like yours can tap into this hard-wired human instinct and spur healthier outcomes.

While nonprofits’ intentions are golden, much of our communications are backward, and not in a retro-cool way. We need social impact brands that compel behavioral change, and too many of us are branding like it’s the 19th century. Recent history shows that there have been three distinct evolutions of brand development. And where your cause sits on this continuum may well dictate its level of impact. Find yourself and how to adjust accordingly.

For centuries, painters worked only in their studios. That's until 1841 when John Goffe Rand invented the paint tube and ushered in an artistic revolution. For social impact marketers, the internet is our modern version of the paint tube. It's initiated a chain reaction stoked by social media, digital marketing, and now, AI. And it’s done it at a time of turmoil. So, what does late-19th century painting tell us about 21st-century nonprofit leadership? That good things can eventually come from disruption and discord if you cultivate the right mindset. This article examines three key frameworks for making lemonade out of what feels like souring circumstances.

If you stop believing that good will prevail, it’s time to step off the carousel. But with such persistent problems and unresolved fixes, it’s easy to become weary or jaded. Personal dispositions aside, here’s why the glass really is half-full and how your cause can benefit from it.