Countless companies throw money at their retention problems – higher salaries, catered lunches, ping pong tables – only to watch their best talent walk out the door anyway. Why? Because they missed what actually matters. What employees truly crave is painfully simple: to be seen and valued for who they are and what they contribute.

You've poured your heart into your nonprofit's mission. You've nailed the fundraising, developed strong programs, and built a stellar team. But if you don’t have an excellent ED-Board partnership, you can only get so far. So, let’s take a look on how to ensure your partnership is out of this world.

Part of what makes your board able to give support to your Executive Director is by having out of this world board governance. This might sound overwhelming - but by following this Board Excellence Blueprint, your board will be outstanding in no time. An excellent board leads directly to amplifying your nonprofit’s impact.

We all know you joined your nonprofit's board because you care about the mission - but do you ever wonder why some nonprofits create tremendous impact while others are barely moving the needle? The difference often comes down to how the board supports its Executive Director. When your ED thrives, your entire organization flourishes.

In the workplace, your people are your greatest asset - but they can also be your biggest challenge. We don’t live in a world of NPCs (that’s Non-Player Character in video game speak!) - everyone is unique with their own multidimensionality and idiosyncrasies. This is where HR consultants come in, they're like Swiss Army knives ready for human complexities.

Take a look at some different industries – and you’ll find coaches and mentors galore. They’re most obvious in sports, but they’re also built into a doctor’s residency or a mechanic’s apprenticeship. So why not utilize that resource in business?

Radical Candor, a management philosophy coined by Kim Scott, is about giving feedback that is both direct and empathetic. When implemented effectively, this approach can foster a high-performance culture by encouraging open communication, personal growth, and stronger relationships between managers and staff. It strengthens the ability to achieve your company's goals, setting it up for long-term success. 

If your plan is going to be successful, you absolutely have to ask and answer questions in three key areas – assumptions about your organization and the world in which it operates, barriers that will prevent you from being successful, and the unintended consequences that might occur if you’re successful. The next time someone says, "Well, obviously..." or "Everybody knows..." in your planning meeting, raise your hand and play devil's advocate.