In 1988, the feminist poet and activist Audre Lorde wrote, “Caring for myself is not self-indulgence. It is self-preservation.” Thirty years later, Lorde’s framing of self-care is instructive for those of us working in the nonprofit sector. If we are to continue the long work of healing the world, we must first do the work of healing ourselves.
As 34 senior executives from European nonprofits took seats at a large round table at Rockefeller Center in New York City recently for an intensive fundraising course, we scanned the room trying to identify our opening speaker.
Two winters ago, Wilfredo Rosario and his wife Jazmin were watching the Weather Channel as an ice storm barreled down on their Clayton, North Carolina home. One of the TV tips was to pull plastic bags over your vehicle's side-view mirrors so that when the storm passed, you could de-ice by simply removing the bags.
I love the month of April, daylight savings time, and the loud chirping of birds singing in spring. And I love the Masters Tournament. No gathering of top performers is more impressive than those who congregate in Augusta, Georgia in early April to participate in every golfer’s dream week.
I have the privilege of working with nonprofit leaders around the country and lately have noticed a common theme. They each embrace a version of this belief: The work is too important for me to slow down. This high-minded ideal is inspiring and can lead to remarkable work, but it can also lead to burnout.
The other day when my 20-year-old son and I sat down to discuss his short- and long-term goals, I pulled out the proper tools -- paper and pen. He shot me a withering look and whipped out his Smartphone.
I must admit to being startled last December as I was scanning Ralph Nader's list of his 11 "favorite, frugal, effective" charities in the Huffington Post. Nader is, of course, the famous crusading consumer rights advocate whom many consider ultra-liberal, not to mention secular.
On a donor call early in my career, the sheer power of peer-to-peer fundraising was driven home to me. It's a lesson I've never forgotten.
If you think no one will remember your words next week, let alone next year, think again. In fact, the shelf life of everything you do -- what you say and write and how you conduct yourself personally and professionally -- is much longer than you may realize. I was recently reminded just how long: Try forty years.
When Riane Eisler published The Power of Partnership in 2003, she described a new way of approaching competition in business, relationships,and society that stood in opposition to what she called the “domination model.”
I was inching my grocery cart forward in line at Trader Joe's the other day, nonchalantly checking out my smart phone when I glanced up and caught the cashier's eyes locked on mine. Not a word was uttered but his cold stare conveyed his thoughts.
I recently attended a transformative conference -- Wisdom 2.0 conference -- and one of my main takeaways was about the importance of being present--not distracted--when you're with people who are important to you.
By definition, a celebration is the act of marking one’s pleasure at an important event or occasion. Most often, we think of celebrations for major milestones like birthdays, weddings, promotions or retirements. Don’t get me wrong, these are noteworthy and momentous, but why stop there?
This past weekend, I was able to spend a few glorious days in the highlands of North Carolina – the area around Grandfather Mountain, Blowing Rock and Boone. The address of the Airbnb I used is a small town called Seven Devils. While the entire weekend was a wonderful getaway...
Leadership at work isn't reserved for high positions alone. It's most effective in the emotionally intelligent, no matter their title.
True story. Earlier in my fundraising career, I was working in Virginia and putting together a trip to Boston to visit some donors and prospects we had there. I still remember one particular telephone conversation like it was yesterday: I want you to read it and think of three things I did wrong.
People volunteer for many different reasons, which mean they also have different motivations for lending a hand. Regardless of the reason, if someone is willing to lend his or her time and talents to your organization, you should take the time to get to know them as individuals.
When I first began my fundraising career, I assumed that literally everyone I would ever encounter professionally would be on my side. I thought that everyone I would meet would want to be helpful, always willing to look out for a fellow fundraiser, and that everyone’s “default” setting in life would be to build others up, not tear them down.
I’m glad you’re here – please, take a seat. There’s something we need to tell you.
“Instead of wondering when your next vacation is, maybe you ought to set up a life you don’t need to escape from.”