How do I get my Board to Fundraise? Over the last three decades, this has been the million-dollar question! Whether I was an executive director, board member, or consultant. More often than not, this is an area where nonprofits have challenges. So where do you start? Know Board Roles and Responsibilities It begins with board members understanding their roles and responsibilities. BoardSource, the premier organization supporting nonprofit governance, offers many resources to guide boards to excellence. Here is a checklist to get started with Board Roles and Responsibilities. Nonprofit boards play both governance roles and support roles. Governance (fiduciary) roles include oversight of assets, legal compliance, hiring/evaluating the chief executive and making big decisions such as mission, purpose and strategic direction. The role can only be played by the board as a body when a quorum is present. Actions made by the full board have legal authority. An example, the Board Chair doesn’t hire the executive director; only the entire board can hire the executive director. Support roles are played by individual board members to support the organization. Board members act as individuals to offer advice, serve as ambassadors, volunteers, and support revenue strategy by fundraising, assisting with earned income, or identifying new sources of funding. In these important support roles, individual board members operate under the direction of staff. In a support role, individual board members have no legal authority. Who is the Boss of Fundraising? Often things get murky when it comes to fundraising because the board as a whole plays a governance role and individual board members play a support role. Clarifying staff roles and board roles in fundraising is the next step toward engaging the board in fundraising activities. In the governance role, the board approves gift acceptance policies and sets the expectations of board member participation in fundraising. In the support role, board members are often unclear about their responsibilities, and staff members are hesitant to provide guidance on how to fulfill them. Let’s be very clear, when it comes to the activity of fundraising, the staff is the boss of fundraising and board members play support roles in achieving the collective goal. Provide Board Members with the Tools to be Ambassadors For staff it is easy to talk about the mission and programs of the organization because they live and breathe these every day. Board members have varying levels of understanding of the organization and its accomplishments. It isn’t their day job, so setting them up for success by providing a communication toolkit increases board members’ comfort level to invite others to support the organization. Develop your Two-inute Elevator Pitch Now is the time for board members to roll up their sleeves and put down on paper their Why? Why do they support the organization? And why should someone else? Here is a great resource to walk you through the process of developing your elevator pitch. Explain the cause and mission Show your passion and emotion Give examples of impact Differentiate your organization from other similar organizations Keep it concise The elevator pitch is a tool for board members to become more comfortable as ambassadors for the organization. This takes practice! Practice speaking to other board members, family and friends. Now board members are ready for direction from staff! Set a Board Fundraising Campaign Goal Being mindful of equity in access to financial resources, if an organization sets a collective board fundraising goal, it allows each board member to participate within their means. For example, set a board fundraising goal of $25,000. Ask each board member to identify 20 individuals they can contact to support the organization. If a board member isn’t able to identify 20 individuals, provide a list of lapsed donors for board members to re-engage with the organization. Encourage and Celebrate Success Along the Way Having staff available to support board members as they begin the solicitation process is very important to build confidence and remind board members that this is a collective effort; they are not alone. Sharing frequent progress updates and offering encouragement to the entire board helps build momentum and enthusiasm. Checking in with each board member to ask how they are doing and what support they need can also provide the structure and guidance to achieve the goal. In a future blog post, we will present a case study of the YWCA Madison Big Share Campaign and its journey from limited board fundraising participation to raising nearly $50,000 in its first campaign.
Is Podcasting Right for You? About six years ago I attended the B Corp Champions retreat in Los Angeles. In 2026, Champions Retreat will be in Milwaukee! These retreats are always inspiring, bringing passionate leaders together, who care about people and planet, sharing innovative ideas on making a difference. I started chatting with the person next to me in a session. She asked me if I would be interested in being interviewed for a podcast on Conscious Leadership. I was surprised by the invitation. “What would I have to say that people would be interested in hearing about?” I sheepishly said, “Sure!”. And that was my entrance into podcasting… (an accidental podcaster, I would say). The interview covered a range of topics related to my journey of starting my business. It was an easy conversation, and after we finished, I thought about how I could share some of the lessons of my own leadership journey that aligned with different service offerings of my business, Vista Global Coaching & Consulting. The hosts were generous to share the recording with me. From there, I broke the full recording into segments on different topics. That was the birth of the Minutes with Mary podcast. My core motivation at that point was to introduce several topics related to my business: leadership, the B Corp movement, and a new leadership program we were launching. In all honesty, I didn’t do the type of strategic thinking I usually do before launching a new service. I was prototyping the concept of hosting a podcast. Prototyping was a skill included in the leadership program. The first interview provided four episodes to establish the foundation of Minutes with Mary. These episodes were 5-15 minutes. Short and focused. It was another year before I produced another episode. That may sound shocking. Aren’t podcasts supposed to drop regularly? On a schedule? Well..what became clear to me as I went down this podcast road was, if I had something I thought would be interesting for listeners to learn about, then I would host an episode. If I gained new knowledge or skills, I would create a mini-series to accomplish two objectives: solidify my own learning and share it with my audience. Full confession: This is not an orthodox way to go about launching a podcast. I view Minutes with Mary as a resource to complement my business offerings. I use it for business development when a potential client is interested in that offering. I share episodes as a component of my marketing strategy. My path may not be helpful in your exploration of whether podcasting is right for you, so here is a more thoughtful framework to make that decision. Purpose & Vision Why do I want to start a podcast? What is the core message or theme? Who is the target audience? What value will listeners gain from each episode? Content & Format What format will the podcast take? (interviews, solo episodes, panel discussions) How long will each episode be? How often will I release new episodes? Will there be seasons or a continuous stream of episodes? Guest & Collaboration Will I have guests? If so, who and how will I find them? What kind of preparation will I need for interviews or guest episodes? Production & Tools What kind of equipment and software do I need for recording and editing? Do I need help editing, or will I do it myself? Where will I host the podcast? (e.g. Spotify, Podbean, Buzzsprout, Sound Cloud) Marketing & Growth How will I promote the podcast? What social media platforms or communities will I use? Do I want to grow my audience over time? If so, do I have a plan? Budget & Monetization What is my budget for launching and maintaining the podcast? Do I plan to monetize it? If so, how? (e.g. sponsorship, ads, Patreon) Success & Sustainability How will I measure success? (e.g. downloads, engagement, feedback) What will keep me motivated to continue producing episodes? If you are interested in exploring the topic further, join me for a discussion at the WeTheChange Monthly Membership virtual meeting on September 24, 2025 @ 2 pm Eastern Time. You can register for the session here. Or you can connect with me to discuss in a virtual coffee.
Change is Constant: Transition is an Ongoing Journey Ten years ago, I designed a leadership program to support people at a crossroad, asking the question, “What’s Next?” Vista Leadership Institute combined self-discovery, leadership skill development, coaching and prototyping the next chapter of your life. In 2022, I sunsetted the formal program and transitioned the design to a stand-alone coaching package called Personal Odyssey Coaching. The Transition Framework is not a new concept. It is something I became familiar with earlier in my career through the work of William Bridges, the change management expert who outlined three stages of change: Endings, the Neutral Zone, and New Beginnings. The difference between change and transition is an important distinction. Change is an external event that takes place (job loss, pandemic, war, new leadership). Change can happen quickly. According to Bridges, “Transition is the inner psychological process that people go through as they internalize and come to terms with the new situation that the change brings about.” Supporting people through transition is essential if any desired change is to be successful. This work happens in the Neutral Zone. The Neutral Zone is the second stage of transition, where leaders experience letting go. It is the core of the transition process and doesn’t feel neutral at all. Leaders feel disoriented and distressed. It is when the critical psychological realignment and repatterning take place. It is a place of emergence of new beginnings. In Personal Odyssey Coaching, I use the Theory U framework by Otto Scharmer to support leaders in navigating the neutral zone. The neutral zone is the seedbed for new beginnings. Theory U provides the steps to move from being stuck to exploring new beginnings. Over the last five years, there has been an acceleration of change requiring leaders to seek increased support to navigate the world we live in. I have clients who have lost their jobs due to international funding cuts, leading them to explore different pathways to work internationally, others who have decided to retire and start new businesses, or enroll in a degree program to pursue a new career. Transition Coaching is now a formal business. You can search the internet and find many different opportunities for this type of coaching support. Given that change is constant, the question to answer is “How transition-ready are you?” Transition Coaching can offer numerous benefits: Clarification of your values, alignment of purpose with work Increased resilience, emotional intelligence and flexibility Supportive accountability and encouragement through the neutral zone A road map to “What’s Next” If you are in the neutral zone now or know it is coming, contact me to discuss transition coaching and the Personal Odyssey Tour. Your future self will thank you for it!
Board Engagement: The Biggest Challenge In the years I have been a nonprofit consultant, I have partnered with hundreds of organizations in the area of board governance. I like to start workshops by asking participants to describe their board in ONE word. I hear a variety of words like: passionate, committed. I also hear.. disengaged, checked out, under-utilized, unfocused. When I probe those less-than-optimal descriptors, what often comes to light is that the structures and supports to engage board members effectively are not well developed. What are effective strategies for board engagement? As the Governance Chair for the YWCA Madison board, I promote the use of best practices in board engagement. 1. Develop a board composition matrix: As an organization, discuss the desired attributes, skills and experience that will strengthen the oversight of the organization. With a comprehensive matrix, invite board members to complete the matrix to create an accurate scan of the existing expertise and areas for recruitment. It is important to understand what talents board members possess and how they can contribute to the mission impact of the organization. A board member may have been recruited as an accountant, yet in previous chapters of their career, they worked in monitoring and evaluation. Without a board composition matrix, that talent may go untapped. There are various designs of a board composition matrix. Here is one template to support your thought process. 2. Establish appropriate board committees: Involving board members through committees is an excellent way of taking advantage of everyone’s talents and expertise. Committees are most effective when the board clearly defines their work. Annually, the board should review the committee structure to determine which committees should be constituted to accomplish the work. There are generally several standing committees named in the bylaws (Executive, Governance, Finance), and the flexibility of the board to appoint committees as necessary. BoardSource, the leader in nonprofit governance, has some excellent resources on Structuring Board Committees. 3. Qualities of effective committees: An effective committee has the following qualities: A clear charter and work plan A chair that can facilitate meetings well and involve all members in the work Members who are committed and accountable to accomplish their tasks An understanding that committees do not make decisions; rather they advise, recommend, or carry out a task If I asked you to describe the nonprofit board you serve on in one word, what would it be? If it isn’t engaged…impactful…effective.. let’s connect to explore how to move your organization to greatness by having a great board! For more information on nonprofit governance, check out one of these blog posts: What Sombrero are You Wearing? Every great nonprofit begins with a great board What’s Governance Got to Do With It? Next Level Board Leadership: What does it take?
Building Emotional Intelligence as a Leader: How Our Brain Shapes Our Emotions Emotional intelligence (EI) has become commonplace in business since Daniel Goleman’s work in the late 1990s. At its core, it is a deeply neurological process. Advances in neuroscience have illuminated how our brain governs emotional regulation, empathy, and decision-making—key components of EI. Understanding the biological mechanisms behind EI can help us develop strategies to enhance its use. It is essential for leaders, managers, and anyone looking to improve collaboration, adaptability and emotional awareness in a work setting. EI is the capacity for recognizing our own feelings and those of others, for motivating ourselves and for managing emotions effectively. The iceberg visual explains how competencies can be understood and developed. What is visible are behaviors and habits (above the waterline). Our self-perception – how we see ourselves (intentions) may not align with how others perceive us (actions). The ability to close the gap between self-perception and reputation lies in the EI competencies. Competencies exist on a continuum from autopilot (unconscious) to well-developed (conscious competence). The Emotional Social Competency Inventory (ESCI) Model, developed by Daniel Goleman and Richard Boyatzis, describes 12 competencies in four domains. The four domains are self-awareness, self-management, social awareness, and relationship management. The Brain’s Role in Emotional Intelligence I have spent eight years studying the neuroscience of conversation, also called Conversational IntelligenceⓇ (C-IQ). This has taught me that long before behaviors show up above the waterline, the unconscious biological systems in our bodies interpret information and process emotions. The Limbic System and Emotional Processing The amygdala plays a critical role in processing emotions, particularly fear and anxiety. The primitive brain protects humans from physical danger. It triggers the reaction of fight, flight, freeze, or appease. Without some additional tools, this part of the brain can’t distinguish between physical danger and danger to our ego. The Prefrontal Cortex and Emotional Regulation This part of the brain helps us manage impulses, make rational decisions, and regulate emotions effectively. Strong emotional intelligence is often tied to heightened activity in the prefrontal cortex, allowing individuals to remain calm under stress. Mirror Neurons and Empathy Neuroscientists have found that mirror neurons enable us to understand and share the emotions of others. These neurons are fundamental to empathy, a key pillar of EI. How do you Develop Self-Awareness? The heart of the EI model is Self-Awareness. It starts with your ability to understand your emotions, motivations, strengths, and shadow areas. It enables you to sustain emotionally and socially intelligent behavior over time. Understanding the concept of building self-awareness is one thing, but how do you develop it? The first question to ask is Where am I? I love this short video from The Conscious Leadership Group that illustrates this point. If you are below the line, you are committed to being right, defensive and closed. If you are above the line, you are open, curious, committed to learning and listen deeply. When we are below the line, there is no possibility of a positive outcome in a conversation or a team collaboration. Start with the Conversational IntelligenceⓇ tool of “What We Can Learn from our Worst Conversations.” Was either person addicted to being right? Did you experience the “Tell-Sell-Yell” syndrome? (Tell them once, try to sell them why you are right, then yell!) Did you ask questions that you already knew the answers to? If you said YES to any of these questions, you are operating from your primitive brain. The amygdala has activated cortisol, keeping you in a protective distrust state. How do we shift from this part of our brain? Recognize the neurological response and find ways to head off the fears. Understand where the fears may be coming from, and work backward to find a solution. How do you sideline these signals from the amygdala? Notice how you react to threats (fight, flight, freeze, appease) Acknowledge this reaction Notice if you always choose the same reaction and how much the threat impacts you Choose an alternative way to react in the moment (mindfulness techniques: breathe in, breathe out, express how you are feeling) Become more aware of your responses and realize you can override your emotions and shift to other responses To gain more tools on how to build the emotional intelligence competency of Self-Awareness, check out the C-IQ Mini-Series podcast episode of Minutes with Mary & Deb Shannon called, “Know Yourself” Emotional intelligence is not just a soft skill—it is deeply rooted in neuroscience. By understanding how our brain processes emotions and social interactions, we can cultivate a greater sense of awareness, empathy, and control over our feelings. Whether in leadership, relationships, or personal well-being, developing EI is both a psychological and neurological journey. Contact us to learn how Vista Global can support the journey of understanding your EI competencies and C-IQ tools. Interested in learning more? Check out our other blog posts: Emotional Intelligence is the Leadership Game Changer Listening to Connect: Neuroscience, Coaching and Conversational Intelligence
Leveraging Your Strengths to Lead Successfully Several years ago, I wrote a blog post about being a solopreneur and how understanding my strengths led to my success. Shortly after writing that post, I took the CliftonStrengths 34 assessment again. It had been eleven years. I was a member of a new global team and was curious to learn if anything had shifted in those eleven years. The CliftonStrengths assessment has been used by more than 34 million people globally to identify natural talents. It provides a deep understanding of 34 themes of your natural patterns of thinking, feeling and behaving in four domains: Executing: Help you make things happen Influencing: Help you take charge, speak up and make sure others are heard Relationship Building: Help you build strong relationships that hold teams together Strategic Thinking: Help you absorb and analyze information that informs better decisions In 2012, when I started my business, five of my top ten themes were in the Executing domain. That helped me launch my business and get things done. When I completed the assessment again in 2023, the top ten themes shifted slightly to include four themes in the Influencing domain and four themes in the Executing domain. As I reflect on this minor shift, I see how my business has evolved. Although I am still “Making Things Happen” as a solopreneur, I am leveraging more of my Influencing themes of Woo (Winning Others Over), Communication and Activator to lead more successfully. Woo helps leaders bring people together, make them feel welcome. These leaders are great at connecting people within their networks. Leaders with Communication theme are talented in helping others gain clarity on issues by asking questions to bring their thoughts out in the open. An Activator is someone who can make things happen by turning thoughts into action. They have comfort with trying and failing until they get it right. They allow other people to have that comfort too. I am still a solopreneur, however, I work within teams all the time. Whether I am leading a project with several associate consultants or managing a team of coaches, I leverage my Executing and Influencing themes to deliver high-quality results. Gallup has created a new report called CliftonStrengths for Leaders, which provides insights and advice based on your results to help you become a better leader. Individuals who use their strengths regularly and intentionally are more likely to be engaged in their job and report an excellent quality of life. The most effective leaders are always investing in their strengths. Are you leveraging your strengths to lead successfully? If not, let’s connect to get you on the path of investing in your strengths and living a more fulfilling life.
Welcoming the Next WeTheChange Leadership Circle Leadership and our roles in the movements we care about are always evolving. After serving four years on the WeTheChange Leadership Circle, it is time to transition and pass the baton to a new group of leaders to carry the work forward. One of my final duties as Governance Lead is to welcome the next class of Leadership Circle members. It’s an honor to introduce these incredible women – Danielle Lee, Cindy Curtis-Rivera, and Judy Schenk, who bring their wisdom, vision, and talent to WeTheChange. I’m excited to see their contributions to shaping the next chapter of WeTheChange. It’s been an incredible journey. I’ve had the privilege of helping build the governance structure of this growing community, from developing organizational processes to guiding our shift from a volunteer-led effort to a resourced organization with meaningful momentum. One milestone during my tenure with WeTheChange was the 2022 Activator Campaign, which raised $50,000 to support our evolution and launch a formal membership program in 2023. That was more than just fundraising, it was a turning point that showed how powerful our collective vision truly is. If you’re curious to learn more about how this community of purpose-driven women is shaping the future of business, I invite you to read our recent interview with B The Change. It captures the spirit and impact we’re making together. As I transition out of my Leadership Circle role, I’ll continue to support changemakers through my work with Vista Global and my new board position with YWCA Madison. I look forward to working alongside another group of strong women leaders committed to creating a more just, inclusive, and values-driven world.
