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Leaders in an organization must make many decisions as they “fly” their organization toward its destination. Often, these decisions must be made quickly amid uncertainty, yet they have significant implications.

The divide between non-profit and for-profit sectors has traditionally been viewed as irreconcilable; like a yawning chasm of opposing values, morals, approaches, and mindsets.

Life is full of complex problems. As we each face these challenges, we can either keep the problem itself, or the people being affected by the problem, at the center. At SOAR, we often engage complex issues, and we work intentionally to keep people at the center through adopting a Human-Centered Design methodology. This framework includes three basic phases, repeated through several iterations.

“Adding value” is a commonly used phrase. Dictionary.com defines value as “relative worth, merit, or importance; monetary or material worth; equivalent worth or return in money, material, services, etc.; estimated or assigned worth.”

The relationship between non-profit charitable organizations and government has traditionally been viewed as distinctly separate spheres of influence – one representing grassroots, community-based efforts, and the other concentrated institutional power.

The mere mention of fundraising often evokes a sense of discomfort for many nonprofit professionals and organizational leaders. There's a persistent stigma attached to "asking people for money" that can make even the most passionate individuals hesitant to engage in this essential aspect of mission-driven work.