Great Nonprofit Leaders: What We’ve Learned

If you’ve been following this series on nonprofit leaders, you know we started with the tough stuff - when leadership misses the mark. Thankfully, that’s not the whole story.

In this post, we’re turning the page to talk about great leaders - the ones who get it right.

Kara and I have had the privilege of serving alongside leaders who model healthy, people-centered skills. Leaders who listen deeply, communicate clearly, value people, and embrace change with courage and care.

These are the leaders who inspire us and teach us. We’re pleased to honor them by sharing some of their stories here; we hope you’ll be encouraged by them, too.

Good leaders listen

This might sound obvious, but it goes far deeper than simply letting others speak. The best leaders take a genuine interest in what is being said. They create space, let silence settle when needed, and pay attention to voices across all levels of the organization. You know when you’re with a good listener because you feel valued.

One of my favorite leaders always had a pen in hand. As President, he could have smiled, nodded, and given the impression of listening. Instead, he took notes, referenced them later, and made sure people knew their words mattered.

Good leaders communicate clearly, and often

Listening and communicating are not the same. Communication reflects what a leader has heard, what they have synthesized, and how much they care about both the people and the organization. The best communicators are precise, yet kind. They can deliver bad news or corrections in ways that preserve dignity, that focus on issues rather than on people.

I once sat in a national meeting led by one of my all-time favorite leaders. A fundraiser stood up and vented angrily. It was not pretty. The leader stayed calm, gave the fundraiser space, and then redirected with grace. Her unspoken message was clear: I hear you, your feelings matter, and at the same time, the mission comes first.

Later, when I asked the leader how she felt about the exchange, she didn’t disparage the fundraiser. She simply said, “That wasn’t the best forum, and I’ll talk with her about where and when to communicate next time.” I learned so much from that moment.

Good leaders also communicate often. For example, when a new system is being implemented, impacting the team, leaders share what's happening and why it matters. Or, when new staff are being hired, affecting the department, leaders keep the team updated on the process. This doesn’t mean wasting fundraisers’ time with unnecessary emails; it means keeping them apprised in areas that matter most, the ones that directly impact their work. Without communication, anxiety and confusion fill the gaps.

Good leaders value people

Good leaders see the best in others, even those who are difficult to manage. In the last story I shared, that same fundraiser had a reputation for being volatile. It would have been easy to dismiss her. Instead, the leader guided her and invested in her future.

The truth is that people are the most valuable asset in any nonprofit. Too often, leaders expect too much, asking staff to wear multiple hats, work long hours, and accept low pay. While nonprofit employees don’t expect corporate-level salaries, they do deserve respect, clear roles, and development opportunities. Good leaders make sure those foundations are in place.

Good leaders embrace and guide change

Missions may remain constant, but funding shifts, technology evolves, and delivery models adjust. Effective leaders use listening and communication skills to navigate those transitions. They synthesize diverse opinions, ease fear, and move their teams toward the future with confidence. They also learn why the fence was built, before they tear it down (see this post on bad leaders).

We once worked with a national organization that completely restructured its major gifts program. The leader appointed an internal coach as a conduit between fundraisers and consultants. That role became a calm anchor for the team, and the man chosen for it remains one of my favorite leaders. He was the Change Management guide they needed. Not every organization can create that position, but every leader can anticipate fears, think through needs, and address change in a logical, compassionate way.

Good leaders are decisive and responsive

Change for the sake of change is unhelpful, but so is hesitation. The strongest leaders seek counsel and then act. Colin Powell once said the best decisions are made with about 30 percent of the information. You will never have every detail or foresee every outcome, but with enough knowledge, it is time to act. And when you act, it’s imperative that you also communicate with your team – lack of communication leads to fear (see section above about communication). Good leaders don’t lead with fear; they lead with trust.

I learned this again from another respected leader. He welcomed opinions in the boardroom, but once a decision was made, even if it wasn’t his preference, it became “the decision.” He modeled loyalty and clarity, standing by both the choice and the people who made it. I may not have always agreed with him, but I respected him deeply.

None of these skills are rocket science. They are all things we can model, in any type of role. When we do, we not only strengthen our organizations but also bring out the best in our people.

Next week, I’ll discuss questions that may help us lean into leading well, as well as what to do if you’re not the leader – yet.