Marcia Beckner
Welcome back to the Nonprofit CEO SPARK Podcast. I’m your host Marcia Beckner.
So let’s imagine you’ve just stepped into the CEO role, the executive director role, and what you find when you walk in on day one is that relationships are a little tense in the staff room. Some relationships might need mending.
You’re just learning and listening and meeting people, and your team is watching you, and you see a problem, but every instinct in your body is telling you to fix it and fix it fast. My guest today says don’t.
Margaret Bachrach, CEO of Voices for Children Casa of Boulder County, calls leadership in those moments a graceful dance. I love that description.
And after 25 years serving children in vulnerable situations, she’s learned when to step in, and when a CEO needs to wait, listen, and let things unfold.
Today, we’re going to get into three challenges I hear from nonprofit CEOs all the time.
One, how do you lead when you can’t fix everything on day one? Two, what do you do with the person who gets the work done, but drains everyone around them, and the culture starts to sink?
What do you do with that productive employee, but who is toxic to the environment? Margaret will share a four-word rule from a fellow CEO that she hasn’t forgotten that has really helped her in those situations.
So we’re sharing that with you, and when funding is getting tighter everywhere, why does Margaret refuse to see other nonprofits as competition? You’ll hear how one introduction with absolutely no strings attached eventually led her to lunch with a bank.
And then I know we’re in budgeting season right now. There’s budgeting. We touch on this. Margaret calls it easy. Yes, easy.
I was so fascinated. I’ve never heard anyone call budgeting easy. So I had questions too, and you’ll get to hear all of that today.
Let’s dive in, Margaret. Welcome to the show.
Margaret
Ah, thank you. I’m honored to be here, and I love how our relationship has evolved over the years. So thanks.
Marcia Beckner
Yeah. Well, kind of take us back to kind of if you remember like how we met or how we were introduced to each other and a little bit about the work we did together.
Margaret
Oh, I would love to. You know, for me, when I started at Voices for Children, Caser Boulder County was the CEO.
You know, I think a lot of times when CEOs come into a new organization, there’s challenges, right? Like there’s going to be some probably uneasiness and confusion and trepidation.
And so, the one thing when I was interviewed and hired, it really talked about voices for children and and the culture that really needed to be prioritized, and so when I got in there with my leadership team, one of my my staff employees had seen Marcia, and I forget what it was Marcia that she had been exposed to, but she suggested that I meet you.
And so you and I had so many wonderful conversations, and you really helped when I first got there to really create a better culture for our staff to really build trust.
And you and I both know that relationships are first and foremost. And so your help and you know pulling you in as a consultant, was really instrumental in me kicking off as the CEO of Voices for Children, and we’ve grown so much since then.
Marcia Beckner
Yeah, do you remember some of those earlier challenges?
Margaret
Oh my God, I think there were so many. Don’t you remember?
Marcia Beckner
It’s hard to come into a new job, anyways. But let alone now, you’re in charge of this organization and responsible for it, and you don’t know the team yet, and there is that confusion and trepidation, and you don’t want to step on toes of people who have been there longer.
But yeah, I mean, those are just a couple of the challenges I’m thinking of that that are for every new leader.
Margaret
Oh my goodness! I think regardless, any new situation you come into, you have to figure it out, right? You have to be flexible. You have to be open.
You have to really sit back, listen, and learn before you can step in and start directing.
And I think there’s such a graceful period as a leader because relationships are at the forefront, and you don’t just immediately trust someone.
So there’s that process of making sure that as you step into a new role and as you’re a leader in that role, there has to be trust built. There has to be understanding, you know.
And it’s not easy, right? It takes a while, you know. It’s definitely a graceful dance.
Marcia Beckner
Yeah, and what have you found is a good method to proactively build trust with a team?
Margaret
You know, I think it’s not just with let’s say a team, but think about in the nonprofit world, we’re building relationships as well, not only with our staff, our board of directors, but our donors, and even for us, it’s our professional partners.
So, when I first came into this role, there were a lot of relationships that needed to be mended, if you will. But I couldn’t just come in and fix them, right?
So it’s that process of getting to know and listening and learning and understanding again, and it definitely was a process, but we are in such a better position because of it.
Not only with staff, I have such an amazing staff right now. It’s an honor to work with them. I’ve got a board that is absolutely committed, and our donors believe in our mission.
They believe in giving back to the community where they live and work to support our future generation. I mean, children are our most valuable asset in this world, and I think for us as leaders of nonprofits and in general as people, you know, we have to lead with love.
You know, and I got that from my son. You know, he says it all the time, and truly believe
Marcia Beckner
it. He says, “Lead with love.
Margaret
Does
Marcia Beckner
Oh my gosh, that’s incredible. Well, you raised a great son.
Margaret
I did, and my daughter. You know, I’m really, I’m really fortunate.
But I think I shared this with you. I think you know this, but you know, I was adopted at a very early age, but as a young adult, I learned my story, and I absolutely would have been a child that was in the child welfare system due to abuse or neglect.
And so, every day of my life, I am so grateful for my mom and dad that adopted me and that provided me with a life of stability and unconditional love, but I also know what it could have been.
And so, for 25 years, my adult career has been in supporting children from marginalized, marginalized, and vulnerable backgrounds.
Marcia Beckner
That’s incredible. Give us an elevator pitch about the CASA organization and what you do in Boulder.
Margaret
So thank you for asking. We are part of a national organization, and CASAs are in 49 states.
So in Colorado alone, there are 18 different programs. We all serve our own judicial district, so we’re the 20th judicial just excuse me 20th judicial district serving Boulder County, and so we serve the children that are in the dependency and neglect and truancy court system.
We also are launching a program to also support JD juvenile delinquents with the CASA, the CASA court-appointed special advocate volunteers go through pretty rigorous training, so they’re able to provide the best interest advocacy.
They don’t need any background other than being 21 years of age. But these court-appointed special advocates or volunteers really help navigate the judicial system.
They serve as, you know, at times it could be an educational advocate supporting as a mentor. But what they’re doing is providing information based upon the relationship they have built with a child or a youth back to the magistrate or judge, depending on the district, and really providing the lens of what’s very best for these children.
So these children, in a world that has been turned upside down for them, have a stable, dependable, caring adult that is there strictly to support their best interest.
Marcia Beckner
That’s such an amazing program, and if anyone is interested in maybe becoming a CASA volunteer, where would they go?
Margaret
You know, they can go to Colorado CASA. There’s a state website, but also if it’s Boulder County, they go to Boulder County. If it’s Weld County, there’s Weld County. If there’s Larimer County, there’s Larimer County.
So they can start with Colorado Costa, but if they’re in a certain county, which I’m sure they know, they can find us. They just do a little googling, and they will learn about volunteering.
Marcia Beckner
And like you said, they’re in 49 different states as well. Yes. Anybody listening?
Margaret
Right. So anybody that’s listening, we’re in 49 states. The only state is North Dakota, but outside of that, casas are in every single state.
Marcia Beckner
Amazing. Thank you for the work you do,
Margaret
Molla. Thank you.
Marcia Beckner
Yeah, and I wanna talk more about your leadership philosophy. And kind of where you are, like what do you know today versus you saying about a 25 year career that you learned about leadership that you couldn’t have known in the beginning of your career?
Margaret
You know, I think it’s patience. You know, I think back when I was, you know, a supervisor, right? Like, I have been promoted to a supervisor.
Look at all the things I didn’t know and how I could have been more successful if I just just kind of slowed down. Right?
Like again, I think it’s really identifying the issues, the problem, and I think every leader is really basically a problem solver. So, if you look at it that way, it’s like, all right, we can figure this out. Like, it’s not that big of a deal.
Almost like, I mean, you phrased your children too, but as kids, you know, my children, we all make mistakes as long as we learn from it. Don’t do it again. It’s a life lesson, right?
So, I think as a leader, and even early on, I think I would have been so much better if I knew that. But again, we’re young when we start out.
It definitely is a process of you know where we get to. But I think patience originally it probably would have been much better.
Marcia Beckner
Yeah, what I’m seeing out there is that sometimes leaders are frustrated or feeling impatient because their teams aren’t getting it, like getting it in quotes.
Like I, I already told them this. I already told them that.
And I remember learning from someone. It’s like your job evolves as you go up and up in the leadership chain to becoming like the chief reminder officer, like why you’re doing this work.
You know why that project is important, you know, reminding them what you know the metrics are for success and how do they know that they’re succeeding along the way, and it’s just you may have said it once or twice, but if you just try to remember that, oh yeah, my job is the chief reminder officer.
I feel like I know it inside out because I think about it all the time, but others don’t. How does that resonate within your world?
Margaret
Oh my goodness, absolutely. And I think often, even as a leadership team, we’ll say, “What’s our why? Like, why are we why? Like, why are we doing this? Or why do we need to collect that data? Or you know, why is this decision so important?
But I think it’s everyday life too. When you think about it, if you know your why, it’s going to make it a lot easier to get there.
Instead of feeling like you know you’re all over the place and really trying to figure out something, but if you don’t know why you’re doing it, it makes it a lot more difficult. So yes, it resonates.
Marcia Beckner
Yeah, and I think you’ve done such a good job, like knowing where you were, kind of when you first came in, with you knowing the staff and getting to know people and proactively building trust in a healthy culture.
And now you have this team that you’re so honored to work with. I’m sure everyone listening, every executive director or leader listening would be like, oh, I want to come to work every day where I’m. I truly feel honored to work with this staff and be less frustrated and less impatient with things like why you know problems aren’t getting fixed quickly enough or like the interpersonal dynamics are slowing us down.
Have you experienced where interpersonal conflict slows you down and feels frustrating.
Margaret
Oh, absolutely! I can’t imagine any leader not feeling that, you know. And that’s why I think culture is so viable for a successful organization.
I feel like knowing what I know today, even in the last three and a half years in this role, you know, and sometimes you don’t know how bad it was until someone’s gone.
But I, I gotta tell you, like I think back, and you know, I can, I can identify, you know, a couple of employees, and quite frankly, you know, you kind of have an inkling, and you kind of feel like something might be off.
But when you dive into it, and then you know, for whatever reason, the decision is made where that person leaves on their own, or now, unfortunately, potentially not on their own.
You learn so much after you’re gone, and my best advice is trust your gut, like trust your gut.
And the other thing is, you know, one thing I also have learned is hire slowly, fire quickly, because the longer you keep someone around that is really hurting the culture, that you don’t even realize how bad it is until they’re gone.
Right? You got to trust your gut, and you know that’s why we’re leaders. Decisions can be really hard, but in the long run, the organization, your mission, the children that you serve for us are going to benefit better because you just can’t have that negativity within a team.
It’s just. It brings everybody down. It brings everybody down, and it slows away from really focusing on our mission and the children.
2. Managing Toxic Employees and Protecting Team Culture
Marcia Beckner
Yeah, and what you can expect is if you’re keeping people who may have toxic relationships throughout the staff team, if your A players are thinking, what am I doing here?
I want to work on an A team where people have positive attitudes and are working hard and are pitching in and helping each other. Not saying that’s not my job.
Marcia Beckner
Hey, before we get back to it, if this conversation is hitting close to home, I want to offer you a free gift.
I put together a quick start guide with four things every nonprofit CEO and executive director needs: how to stop spinning out and set boundaries that actually hold the number one behavior to help you lead with more conviction.
The secret to building a more inclusive culture starting this week and a simple weekly ritual that unifies your team and builds real morale-not just once, but reliably.
It’s not a theory. It’s very practical, easy to read, and built for leaders who don’t have time to waste. Grab it now at culturecares.com forward slash guide.
Now back to the episode.
Marcia Beckner
So, what has been your favorite experience, either this role or another role, that if you’ve held on to someone too long, and then you finally made that decision, or they made that decision on their own.
Maybe this isn’t the right place for me. Like, what is the clear before and after?
Margaret
I think you know the after is really where I go. I think it’s just the relief that all of a sudden you just see such relief, and it’s not, you know, just one tiny thing, right?
It has everything to do with attitude and how people show up, and they don’t feel drained, and they’re not, you know, constantly wondering what’s going to happen next.
That it’s such relief when finally, you know, the person that creates such toxicity is gone. The whole organization and the staff benefits so much better.
Marcia Beckner
And why do you think some leaders may keep that person on?
Margaret
You know, because they should be a high performer in some ways, right? Like they’re really organized. They get their work done.
You know, so it’s like, okay, what do I do? They’re so good in the sense that they’re efficient. They’re getting their work done, but then you know the other side that they are creating such nonsense, such emotional drain from the other for the other employees.
But honestly, find someone else that can be efficient. Find someone else who can get the job done because really, our staff is what’s most important.
Our staff is what is most important to be able to do our work. That if there’s just one bad apple, it’s not worth it. It’s just not worth it.
Marcia Beckner
Yeah, and I think I think you just gave me a little light bulb there because why isn’t it worth it?
It is because most of us are in the service industry, so we are all about serving people. It’s not like we have this product that we produce. Most of us, right?
We’re serving kids. We’re serving people in the healthcare world, and we’re serving animals. You know, we’re like in service.
So, if the people that are in service are dragging other people who are in service down, that may be why the chaos can just be caused by one person on a smaller team.
Margaret
Absolutely, I mean, we’re a small but mighty team. You know, nine or 10 employees and one person or two, right?
Like, I mean, can really drain because if you’ve got two people that potentially have some sort of animosity and they don’t like each other, it’s going to drain even more, right?
It just creates a bigger drain, and you know, it’s so easy for me to sit on the side of it, but I wish I would have made some changes sooner.
And it wasn’t the you know hire slowly but fire quickly was actually advice from another CEO and part of the CEO group, executive directors, and he was the one that said, “Look, here’s what I’ve learned in my career, and I loved it. I’m like, oh, I’m hanging on to that tag.
Marcia Beckner
Right, that’s a really good one. Yeah. What is one thing I want to reflect about like the whole sector of nonprofit or social impact?
What is one norm that we have today that you’d like to see evolve?
3. Collaboration Over Competition in the Nonprofit Sector
Margaret
Ah, such a great question, and I feel really, really strongly about it.
I just mentioned this cohort of, you know, executive directors and CEOs that we have been really fortunate. Social venture partners put it together, so there’s 15 of us, and it is so unique.
Position to be in because it’s a circle of trust, and we can talk about not only what’s going on within our organizations, but we can also come together and collaborate about what we can all be doing better.
And so, for me, we’re not competing. We’re not competing. There’s room for all of us, right?
If something resonates, let’s say someone that is really into horses and vets, well, they need to go. I can, I can direct them, like bless and release, right?
Like I can help you find other organizations that are going to feel, you know, fulfill you and fill your heart. But what we can do together as CEOs and EDs is really work better and collaborate and find answers.
And I can think of one particular nonprofit that introduced me to one of its board members that works for a bank that I’ve been trying to get lunch with and it was fantastic.
And so we will be able to get support from this bank because another executive director who wasn’t afraid to make the introduction was absolutely like Margaret.
And then the other part is, you know, we talk about we’re all competing for dollars, but here’s the deal: it’s a really tough place right now to be in the nonprofit world.
We all know funding has been cut at the national level, state level, and even local level. But if we come into a situation that I have to get all the money, it’s the wrong attitude because again, we all serve a person, a purpose.
I feel like all nonprofits are absolutely filling a gap. That if we weren’t here, the cost to society would be even greater.
So, if we figure out a way to collaborate and work well with each other, we’re going to be so much better off. I think the strength is going to be better and better served for a community.
So, one thing we’re doing, hopefully, fingers crossed, is working together to figure out how we can bring the community together.
Let’s say with the 15 of us, different nonprofits, different missions, to introduce all of our work to our community, so then they can decide.
Right, really create that awareness, that knowledge of what we’re doing, what gaps we’re filling, but allow the other 14 to do the same.
We’re providing information to our community that will only support all of us. And again, it’s our community. We have to support each other because it’s our community.
Every every piece of service that we bring supports something that’s valuable.
Marcia Beckner
Yeah, and so a norm out there is yeah that competition and that kind of mindset of scarcity, like oh, if the bank gives to them, then they won’t give to us.
Yeah, and that’s scary because everybody is feeling the pinch from a funding perspective and trying to kind of protect their own individual domain of society that they’re helping, and so the spirit of collaboration is something that’s been talked about a lot.
I just don’t know if it’s been like done if there’s enough done with it. And like, like you said, like social venture partners is helping to bridge that like that collaboration between all of you in the same location,
Margaret
it’s so important, right? Because again, we’re all doing really critical, impactful work.
Marcia Beckner
Yeah, and Social Venture Partners also is an international organization with lots and lots of regional and local support.
So it’s something that you can also look into if you’re. Oh my gosh, I’m stumbling over my words. If you want to collaborate with more leaders in your area, and I might just also share right now that I’ve also launched my own CEO Executive Director Mastermind that is in the fall of 2026, and when that is done, I’m gonna be you know focused on the winter, and so this is also.
If you’re interested, there will be a link in the show notes, and you can look into our mastermind. But it’s not the only one.
You can, you know, learn from you. You know, you can do it with the local leaders, but you can also do it with a virtual group that’s more around the country or around the state that you’re in.
Margaret
You know, it’s just valuable, right? At the end of the day, I think we have to shift in the way that we think about nonprofits.
Number one is we are a business. We’re running a business, right? So at the end of the day, we’re running a business.
We’re not just there to do this philanthropic charitable work. Like we are running a business, and we need to work together, right?
Like we need to come together, not only because this work is so difficult and draining and hard, but we need to support each other. But we can also collaborate as well.
4. Data-Driven Budgeting and Building Donor Relationships
Marcia Beckner
And it reminds me when you said this is like a business. I remember like a couple years ago and. We were working together, and I said, “Well, you know, what are you working on lately? And you said, “I’m working on the budget.
And I’m like, “Oh God! I hear the word budget. I remember my own budget process, and what a nightmare, and all the guessing that you have to do.
And you and you said, “No, I love it. It’s going great. So easy. Like that was your word. It’s so easy.
And I’m like, “Hold on, like record scratch. What I’ve never like tell anyone. This is coming out during budget season.
You know, it will be published in November when a lot of organizations are trying to wrap up their budget and put it in front of their board.
Tell me how you think about budgets and why you said it was easy and any tips you have for anyone to make it easier.
Margaret
You know, it is kind of funny because I, you know, I’ve been doing this for 25 years, and I think I’ve learned right.
Like I, I’m data driven. Like I’m not going to just pull something out because I need to hit a number, right? I’ve seen that happen before.
Well, we’ll make it up over here, and I’m like, yeah, no, because I have been in the fundraising side my entire career, so I’m like, yeah, that’s not going to work for me.
So the first thing is a really thoughtful research on who’s given, right? So really look into the data, right? Look and see patterns and cycles, and you know, part of that also is taking on any anomalies, like if it’s a one-time gift that you’re not going to get again.
So you have to be strategic, and you have to really look in to the data-driven approach. I think that’s what really matters.
And then outside of really diving into your data and really projecting based upon historical data, also doing a lot of research, I think it’s so important, and you know we’re doing it, and I think we can do better because I think there’s a lot of money out there that we don’t know about, but we’re finding it right, like proactively researching on additional funding, whether it’s grants, whether it’s family foundations, whether it’s corporate partnerships.
The value to all of us right now is really diversifying our revenue streams. We can’t be reliant on federal funding anymore.
Can’t be relying on, you know, one of my organizations that I was part of in the past was a million dollar donor, right? Huge part of a budget.
So you can’t be relying on one really great, fantastic donor either. So I think you have to do the due diligence, and you have to look into your past history to really create a budget that is doable, right?
Like you don’t want a pie in the sky and just fingers crossed.
Marcia Beckner
Yeah, and do you you involve the rest of your staff in the process, or
Margaret
You know I have an amazing again you know I can’t say enough about this staff that I have, but I have an amazing operations and development officer who is data driven with a master’s, so that also really leans in to help our success with budgeting.
And then you have phone calls, right? At the end of the day, you know we’ve built relationships with these donors that I never assume I’m going to get again, right?
Like me because that could be $50,000 that I might not get again. So also having those thoughtful conversations, timing around it.
But again, you know, part of building relationships with our downers is that stewardship piece. And so, you know, if I were just to show up once a year and say, “Hey, David, are you going to give me that money again? It could be so off-putting, right?
I have a relationship with David, and you know, I see him three times a year to talk about where we’re at, where we’re going, and potential new programs.
So when I have that conversation, I’m, hey, David, you know, you’ve given 50 grand over the last three years. I would never want to assume.
Ideally, it would be really helpful to have an idea because I’m budgeting again. But out of respect for you and our relationship, I’d love to just hear what you think is possible. Either stay the same, potentially maybe get a little more if you know it is in your budget.
But it’s really important to have those relationships built so you can have those thoughtful conversations to help with your budgeting.
5. Staff Well-Being, Self-Care, and Supporting Children
Marcia Beckner
And that’s and you’ve got that fundraising background, which is really helpful as the CEO or executive director, and so there’s so much on your plate. How do you do this in a way that’s healthy and doesn’t sacrifice your own personal well-being?
Margaret
Well, you know, such a great question. And Marcia, you know, part of that group I’m in, I got to tell you, I walk away, and I’m so grateful because what you’re saying is how I see so many of them.
They’re exhausted, they’re not meeting their budget, maybe they’re struggling with their board of directors, not feeling supported, you know.
And I walk away because I’m. Really grateful, and I’m so appreciative of the situation that I’m in. But it’s taken me three and a half years to get here.
Right, I have a board that really does support me. They lean in when I need them. They show up.
My leadership team, which again we’re small but mighty, but my program officer and my development slash operations officer, we work together extremely well.
Like, there’s really not a decision made that I haven’t been thoughtfully involving them because they’re part of the process. They’re part of the organization. They’re building and supporting our work as well.
So I’m lucky. I mean, I definitely believe in flexibility. So if my staff needs flexibility because they got a new puppy, they can have it. Like my flexibility, same thing.
You know, I’m up early, correct? Like I’m up early. I get work done in a couple hours, and then I work out, and then I’m ready for any meetings by 10 a.m.
But I’ve done, you know, three hours of work before that. So part of it is to be successful and make sure that you’re taking care of yourself.
I think self care is so vital in the realm of work that we all do that you have to figure out what works for you and what works for your team.
And I think we figured that out. I think again, the culture that we’ve created is meeting people where they’re at, right? Meeting them where they’re at, and where you know I can be most helpful to support them to be as successful as they can be.
So I’m lucky; I got a great team.
Marcia Beckner
I love it. Well, it’s not all luck. You, I mean, you have to work hard to to get to the place that you’re at, and it’s really about strategically prioritizing what matters most, and what matters most is your health and well-being, so that you come to work with energy, and then that models for everyone else to prioritize their own health and well-being, so that they can come to work at their best.
And you’re really, I feel like, just to put other words into how you operate is you want people to reach their highest potential.
Margaret
Absolutely, and I want them to love what they do. Right? If they don’t, they should find something else.
I mean, I support that. You should come to work, and you should feel valued and appreciated, and you should love what you’re doing.
Because if you don’t, it’s not right. It’s not right for your own personal being.
Marcia Beckner
Yeah, and for everyone around you, everybody. Hopefully, you’re surrounding yourself with people who want the best for you as well.
And if they see that you’re at the edge of your rope all the time in your role as an executive director or CEO, something has to change.
You can’t just keep driving yourself into the ground because it’s not good for anybody. So really, really pausing and looking at your own life and what you want for it is what I want to encourage everyone to do.
Well, Margaret, thank you so much for taking the time. You are a super busy person, and I just admire you as a leader. I’ve loved working with you.
And is there where people can find you and learn more about your programs, or maybe you know show an interest in learning about becoming a CASA volunteer to help kids?
Margaret
So right back at you, sister. Like Marcia, you’ve been so fantastic to work with.
I’ve been so fortunate because you know when it was difficult, I could call you and say, “Hey, can you talk? I want to walk through this with you.
So you really were instrumental when I first started in this role. So thank you. I have such respect and love for you.
And as far as Voices for Children Casa Boulder County website, we’re on Facebook, we’re on LinkedIn, we’re on Instagram. We’re pretty easy to find.
And my goodness, if you’re at all interested in volunteering, look us up because we need volunteers.
And I’ll tell you, we would love to have Spanish-speaking volunteers as well. You know, nearly 50% of the children we serve are children of color, and 30% are Spanish speaking.
So you know, volunteers that are bilingual would be great. But all volunteers, as long as you’re 21, you are welcome.
Marcia Beckner
That’s so cool. And then the spirit of collaboration. If you know anyone who is Spanish speaking, it would be so helpful in this community, whether it’s in Boulder County in Colorado or any county that you’re in.
Most counties in this country probably have a CASA volunteer program. So please look into that, and we will put that information in the links in the show notes so everybody can find you.
Margaret
Thank you,
Marcia Beckner
Thank you so much, Margaret.
Marcia Beckner
And before we go, I like to remind everyone that you are meant for great things, and you don’t have to burn out to prove it.
Before you go, I want to remind you that you don’t have to leave empty-handed today. I created a free guide for nonprofit leaders like you, covering.
Four things: how to stop spinning out, the number one behavior you can use to lead with more conviction, the secret to building a more inclusive culture starting this week, and a simple weekly ritual that unifies your team.
It’s free, it’s fast, and it’s built to help you lead with more confidence starting today. Grab it now at culturecares.com forward slash guide.
Thanks for listening to today’s episode of Nonprofit CEO SPARK.
Marcia Beckner
If you’re ready to turn burnout into boundaries and build a healthy, happy culture where everyone, including you, can thrive, visit culturecares.com to learn how I support nonprofit organizations like yours.
If this episode brought you value, share it with a fellow leader navigating stress and overwhelm.
And remember, you are meant for great things, and you don’t have to burn out to prove it.
Until next time, keep leading with courage and confidence.
