It’s time we had a talk about the C word - Comparison.

Most of us learned how to compare objects or pictures as children. It’s an important skill that gives us context and helps us understand the world in new ways.

In work life, comparison is often contextualized as understanding our position with respect to our competition. It can provide us with important information about the likely success of our programs, products and services, but it should be just one of many factors taken into consideration.

In the nonprofit sector, too often, comparison becomes both unhelpful and unhealthy.

What are you leaving out this year?

The new year tends to bring with it big dreams, aspirational goals, and a desire to do, be, and add MORE.

But more isn't objectively better. Or more effective.

It's just more.

I was in middle school the first time I cheated on a hearing test.

I remember sitting in a chair on stage in the school theater and realizing I couldn't hear the tones in the headphones.

I panicked briefly, but then I realized I could still hear the clicking of the switches on the switchboard.

So whenever I heard a click but couldn't hear a tone, I faked it. I guessed which ear the tone was in based on the pattern the tester was using and raised that hand.

And here's the thing - it worked. For more than 20 years.

Until it didn’t anymore.

Here’s a secret that will change your life.

Ready for it? Here it goes:

Plan for 85%.

Not 95%. Not 100%.

85%.

Here’s why…

Do you ever feel like just when you're gaining momentum, something comes in and throws you off track?

For the past 24 hours, my website has looked like this. 😱

I realized the problem about 2 minutes before sending out a newsletter to my entire email list linking to lots of timely, helpful content on my site - which they definitely wouldn’t be able to read.

When something throws a wrench in our plans, it can be easy to fret, obsess, or spiral about it. That's a human response to a frustrating situation.

But, unfortunately, it also steals your time and energy - which could be well spent on other things!

This post offers 4 easy-to-implement tips - based on actions I’m taking right now - for maintaining momentum during challenging times.

In the social good sector, one of the hardest things to figure out is how to create change that works and lasts.

Kimberley MacKenzie, CFRE and I had a great conversation about improving change capacity and resiliency on this episode of her podcast - The Intersection.

We talk about the importance of understanding the human side of organizational change, developing clarity and the stamina to see a change through, and how leaders can set themselves and their teams up for success.

Lots of nonprofit strategic planning incorporates compass imagery, with the aim of keeping an organization pointed toward its "true north" with respect to mission, values, and impact. Compasses can be useful tools to aid you in your journey.

But a compass can't tell you who you are. It can't define the unique talents, perspectives, skills, experiences, and assets you bring to the journey.

It also can't tell you the best way to get to your destination - just where you are in comparison to it.

Often, what you need first is this essential tool.

As a nonprofit leader, stress and feeling stretched thin can seem like an unavoidable part of your job description.

Nonprofits are dealing with a number of external factors beyond the organization’s control—from global pandemics and inflation to individual funder and board member preferences, technology advancements, and policy changes.

While external factors like these can contribute to feeling stressed—especially for folks in nonprofit leadership positions—the top causes of workplace stress can actually be internal factors that are within an organization's control.

The good news for nonprofit leaders is that it is possible to improve these internal factors. If you’re ready to be less stressed and more strategic, here are four key practices that can help.

Early in my career, I was fortunate to work for a CEO who was transparent about the good, the bad, and the ugly of leading a company or organization. During one mentoring conversation, he shared an important truth I'll never forget.

He said, "when you're the boss, no one ever tells you 'good job.' And when someone does, it can be difficult to pin down their motivations."

As I moved up in my consulting career - and eventually into executive and senior leadership roles within national nonprofit organizations - I saw exactly what he was talking about in almost every leader I worked with.