On this special Halloween edition of #TheNonprofitShow, Host Julia C. Patrick welcomes “Countess” Justine Townsend of Your Part-Time Controller (YPTC), to turn board governance fears into practical know-how. Capes, cobwebs, and clever metaphors aside, the lesson is real: fiduciary duties aren’t folklore; they’re law. As Justine explains, “you have a legal and ethical obligation to act on behalf of the organization with their best interest in heart.” Miss that, and the consequences can rattle a boardroom harder than a thunderclap.

First comes the duty of care. Think: show up, read the financials, ask questions, and make informed decisions. The monster here is the “ghost board member”—present in name only—who fails to notice a growing payroll tax balance. When the feds knock, there’s no hiding in the attic. Justine’s warning is blunt: “D&O insurance does not cover unpaid payroll taxes.” That’s a real-world jump scare.

Next is the duty of loyalty—less about blind allegiance and more about putting the organization’s interests ahead of your own. Enter the “vampire board member,” pushing a property sale that benefits them more than the nonprofit. The cure: annual conflict-of-interest disclosures, board recusals, and transparency. Bonus: checking the policy box (and posting it on your website) earns trust points with watchdogs like Candid.

Finally, the duty of obedience. No, not the toddler version. This means honoring laws, policies, donor restrictions, and—crucially—the mission. Beware the “zombie board member,” shambling after “money, money, money” while letting programs drift off-mission. That’s how donor restrictions get broken and how repayment claims can rise from the grave. File the Form 990 on time, disclose program changes, and keep mission, vision, and values stitched tightly together.

Throughout, Julia and Justine keep it witty and useful: schedule your COI renewals before year-end, disclose changes on the 990, and use fiscal sponsorship wisely during early program stages. The closing charm? A simple mnemonic: care (do the work), loyalty (put the org first), obedience (follow the rules). With that, your board won’t just survive spooky season—it’ll thrive all year.

#NonprofitFinance #BoardGovernance #TheNonprofitShow

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Nonprofits send more messages than ever, yet many still miss the moment that matters: the decision. The CEO and Co-Founder Kylee Ingram of Wizer Technologies explains how seven decision profiles can transform fundraising emails, stewardship notes, and board communications from “nice” to effective. If donor retention, board alignment, and major-gift outreach are priorities this year, this episode gives you the evidence-based path to communicate the way your audience actually decides.

Built from research originally advanced by Juliette Bourke (author of Which Two Heads Are Better Than One?), Wizer’s framework maps the way people actually choose—across seven profiles: Achiever, Analyzer, Collaborator, Visionary, Explorer, Guardian, and Deliverer.

As Kylee puts it, “What we’ve created is a program called Wize Snaps… it will look at your comms and then live replicate and tell you what’s right and wrong about it—then generate a new email based on that person’s decision profile.” The fix isn’t creepy personalization (“How’s your dog?”). Its decision-relevant signals and templates tuned to how people weigh evidence, risk, outcomes, process, and options. Inside organizations, keeping cognitive diversity matters, too; when teams mirror top leadership styles, innovation drops, and decision errors rise!

Kylee also speaks to what’s in the playbook for 2026: AI can shorten drafting time, but message-market fit still wins. “AI helps people write better… It’s not helping you write the right message necessarily,” Kylee says. Her counsel: slow down, identify the decision profile, and then scale. Use visuals and A/B testing with intent: for some profiles, a results graph will outperform a cute animal photo; for others, a clear process step-down or risk-mitigation note unlocks action. Start inside your nonprofit—board and staff—so your culture and donor experience align.

Wizer offers free full decision profiles for teams and boards, plus Wize Snaps to assess copy and suggest rewrites.

#TheNonprofitShow #NonprofitMarketing #FundraisingStrategy

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When fundraising meets humanity, transformation follows—and few express that better than Tammy Zonker, founder of Fundraising Transformed and author of Calling All Heroes. In this powerful episode, host Julia C. Patrick engages Tammy in a deep conversation about reimagining philanthropy through what she calls a human-centered mindset—a new evolution beyond donor- or community-centric models.

Tammy explains, “The human-centered mindset is fundamentally about recognizing that everyone involved in the philanthropic process brings unique value—lived experience, expertise, and contribution—all of which deserve to be respected and valued.” That respect, she notes, comes alive through five principles: listening, empathy, belonging, shared values, and authentic partnership. Each principle is deceptively simple but radically powerful in a world that’s become more divided and transactional.

After 17 years leading Fundraising Transformed, Tammy has seen the shift from transactional giving toward connection-based relationships that sustain missions, not just budgets. Yet, she reminds us that even well-intentioned donor-centered models can reinforce inequity when organizations let large gifts steer mission or silence truth. “We never had the courage to course-correct because we feared losing the funding,” she says candidly—a line that will resonate with fundraisers everywhere.

Her solution? Blend the best of both approaches. Donor-centered fundraising taught gratitude and impact reporting; community-centered fundraising elevated justice and inclusion. A human-centered model marries both, removing ego, flattening hierarchy, and restoring empathy across every role—donor, volunteer, staff, and participant.

Tammy ties this philosophy to the real data crisis in philanthropy: donor retention at just 43% overall and a mere 19% for first-time givers. With fewer households donating each year, she warns that philanthropy risks becoming an elite sport. Instead, she advocates re-elevating small monthly donors, volunteers, and advocates whose collective action drives real change.

The episode ends on a liberating message for nonprofit professionals: progress over perfection. Perfection, Tammy insists, “is overrated.” Real leadership requires risk, humility, and innovation—and that means acting, failing, learning, and trying again.

In a time when empathy often feels endangered, Calling All Heroes reminds us that every fundraiser, donor, and community member has a heroic role to play. Humanity, it seems, is the most sustainable fundraising strategy of all.

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What happens when you stop fishing for board members in the same small pond and start casting into the ocean? According to TD Smyers, CEO and co-founder of BoardBuild.org, you get a board that actually reflects the people you serve and a lot more horsepower where it counts. TD admits he learned the hard way. Traditional recruiting leans almost entirely on the social circles of executives and current directors, which means sameness on repeat. BoardBuild flips that habit by opening a national pool and enabling a mutual search that matches what nonprofits need with candidates who are eager and prepared to serve.

TD frames diversity with refreshing specificity: race and ethnicity, age, gender, geography, and industry. The platform lets organizations search intentionally across those dimensions and beyond. Why it matters shows up in the results. A six-month study by Maya Consulting found that members sourced through the platform immediately energized strategic planning, governance, and fundraising. Board giving, often stuck around seventy percent participation nationally, moved upward as many of these new directors gave beyond their peers. That is not luck; that is design.

The modern boardroom, TD notes, isn’t limited by zip code. Remote participation widened the talent aperture without dulling performance. The real work, TD reminds us, happens between meetings—inside committees and follow-through—not during the quarterly roll call.

Two BoardBuild differentiators drive outcomes. First, the pool: “We built BoardBuild so there are no barriers to that pool,” TD says. No geographic, language, or socioeconomic walls. Second, the magic of mutual search: candidates define the causes and roles they want, organizations define the skills and lived experience they need, and “when passion and specificity meet the need, the magic happens.”

Funders are paying attention too. If you want smarter stewardship of grant dollars, strengthen the people making the decisions. Community foundations and statewide associations now use BoardBuild to help their grantees fortify boards with purpose and capacity. The net effect is a sector that collaborates more, competes smarter, and grows up a bit on boardroom practice. TD’ thesis is simple and persuasive: treat board service like the part-time job it really is, recruit from a larger world, and watch your organization’s strategy and resources stop wobbling.

#TheNonprofitShow #BoardGovernance #NonprofitLeadership

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When nonprofits tackle a major platform shift, the tech is only half the story. JMT Consulting pros Brady Haslebacher (Director of Program Management) and Dagmar “Dagi” Stanton (Manager of Education Services) map out the human and operational moves that make change stick.

This informative episode breaks down why big projects stall—no top-down buy-in, poor internal communication, and late user inclusion—and then shows how to reverse it with a clear cadence, a requirements doc everyone can point to, and training that respects different learning styles. You’ll also hear how to build champions: start with pain points, practice real workflows, revisit what was decided four weeks ago, and connect dashboards to daily tasks so executives and staff share one view of success.

Brady puts it plainly: “Without communication, missions fail.” From day one, he presses leaders to create a real pre-decision phase—document requirements, prioritize reporting needs, and establish ownership from the C-suite through front-line users. His data points are clear: a typical engagement runs ~90 days to go-live, ~60 days of hypercare, and one to two working sessions per week—about six months end-to-end.

Dagi brings the trainer’s lens, focusing on behavior and confidence. She works with teams who didn’t even choose the new system, flipping reluctance into momentum by making sessions unexpectedly fun and practical. Her mantra cuts through inertia: “The right answer isn’t ‘because we’ve always done it that way.’” She intentionally sets up safe mistakes so users learn how fast they can correct entries—lowering stress and building mastery. The result is less dread and more people who actually enjoy using the tools.

In closing, you’ll get details on JMT’s Innovate 2026 (Washington, D.C., May 4–6): a pre-conference day for deep skill building, followed by multi-track sessions that span software, finance, management, and sector trends—plus the chance to meet your people in person.

If you’re planning a system change—or sitting in one right now—this conversation gives you timelines, team roles, and a playbook to move from anxiety to adoption without the hair-on-fire moments.

#ChangeManagement #NonprofitTech

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We sat down with Amos Balongo, keynote speaker and communications coach, to explore a subject rarely discussed in the nonprofit space — personal visibility. Amos challenges the traditional mindset that humility and impact must exist in separate spheres, proposing instead that visibility is both a professional asset and a form of leadership.

Speaking from Honolulu, Amos sets the stage with a simple truth: “If you don’t speak for your work, nobody else will.” His message resonates deeply within a sector that often prizes quiet service over self-advocacy. For Amos, visibility isn’t vanity — it’s strategy. He reframes communication as the ability to connect and insists that becoming visible is a learnable habit rather than an innate gift. “It’s not hope; it’s a strategy,” he says. “You have to be bold, brief, and strategic.”

Show host Julia Patrick draws the connection to the real-world nonprofit landscape, where professionals work tirelessly to amplify their organizations while neglecting their own personal brands. The result, Amos explains, is that talent often remains unseen. Visibility, he emphasizes, begins with intentionality — knowing your stakeholders, communicating outcomes instead of effort, and building recognition across and beyond your nonprofit.

Amos’s philosophy merges clarity with courage. He invites nonprofit leaders to reject the old adage “let your work speak for itself” and instead cultivate everyday visibility — a daily practice of sharing progress, celebrating results, and speaking with confidence. He notes that humility isn’t silence; it’s authenticity. The key is to shift from describing how hard you’ve worked to explaining the difference your work has made.

Networking, too, takes on new meaning. Rather than collecting business cards, Amos urges purposeful connection rooted in belief, preparation, and authenticity. “Networking is an inside job before it becomes an outside job,” he asserts, reminding listeners that confidence in oneself and one’s mission radiates outward.

Ultimately, this conversation transcends self-promotion. It’s about alignment between who you are and how you are perceived — an integrity-driven approach to leadership. Visibility, Amos concludes, is not a one-time project but a lifelong habit, built daily through connection, clarity, and courage.

#TheNonprofitShow #LeadershipVisibility #NonprofitBranding

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Craig Shelley, CEO of Schultz & Williams, joins Show host Julia Patrick, as they examine how philanthropy and nonprofit leadership are being reshaped under persistent uncertainty. Craig frames the moment succinctly: skepticism toward institutions is rising, which means nonprofits must state their values plainly and show exactly how funds power outcomes. The rubric he uses —“culture, brand, growth,” with culture first—becomes a practical lens leaders can apply immediately.

A central thread is fear—of economic signals, of language missteps, of technology’s speed. Craig notes that newer terms and jargon often widen the gap between sector insiders and the public. The remedy, he argues, is precision in communication and integrity in positioning. Julia observes a leadership pivot she’s hearing across the sector: “I’ve shifted my focus from task management to almost cheerleader,” which reframes modern leadership as energizing teams, not merely allocating tasks.

Remote work adds complexity: video meetings enable contact but thin relationships. Craig cautions that virtual convenience can erode the depth required for durable trust with colleagues and donors. He urges fundraisers—especially early-career professionals—to prioritize in-person relationship building. Otherwise, if their engagement stays purely digital, they compete directly with automated outreach. AI, in his telling, is already table stakes for efficiency—wealth screening, signal-based prospecting, and automated acknowledgments—but not a substitute for human rapport.

The conversation widens to concentric circles of stakeholders: start with staff, then the board, donors, and constituents. Invest in people first—reduce friction, understand motivations, build clarity. Curiosity is the catalyst. Craig’s own practice—asking about lives beyond job titles—models how depth is built. Julia adds a counterweight on “authentic leadership,” wryly noting that unfiltered authenticity can unsettle teams; leaders must project steadiness even while processing strain.

What emerges is a modern leadership compact: clarity about values, consistent communication, judicious use of technology, and intentional relationship work—especially in person. The sector’s generosity hasn’t waned; the environment around it has shifted. Navigating that shift means centering people and partnerships, then aligning tools to support, not replace, human connection.

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Joint fundraising: bold idea, complicated feelings. On this Fundraisers Friday, Julia C. Patrick and Tony Beall swap real-world stories and field notes on how small and midsize nonprofits can team up without tripping over turf, lists, or logistics. Julia sets the table with a grin—“They’re super tricky, they’re very interesting, and I think there’s a lot of fear around it”—then Tony gets granular on where collaboration actually shines: events. Think shared strengths: one NPO’s marketing mojo plus another’s room-flow wizardry equals a stronger guest experience and better net for all.

The throughline is alignment. Serve the same community—youth, seniors, cancer journeys, pets—so the purpose reads as one chorus, not competing solos.

Contracts keep friendships friendly. Spell everything out in an MOU (Memorandum of Understanding) or partnership agreement: shared costs, who fronts deposits, marketing responsibilities, volunteer management, night-of logistics, and—vital—who’s the fiscal agent. As Tony puts it, “It’s just a reminder that we are running a business.” Marketing lists stay private; attendee lists can be shared with explicit consent at registration. Afterward, leverage an event page for social recaps while each org pushes post-event notes to its own supporters.

Courage shows up at the recap table. Schedule a quick postmortem to capture wins, gaps, and “never again” insights while memories are fresh. Sometimes the bravest answer is one-and-done: celebrate the success and move on. Julia’s take on reality checks lands with a smile and a nod to capacity: big hearts are fantastic, but bandwidth pays the bills!!

#TheNonprofitShow #NonprofitFundraising #Collaboration

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