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by Adam Jeske
Nonprofit CEOs carry decisions they can't fully discuss with their board, their team, or their peers. So they carry them alone. Each week, Adam Jeske, The Nonprofit CEO Advisor, sits down with a nonprofit CEO to go inside the decisions they carry: the agonizing restructure, the wonky board dynamic, the moment that defined their tenure. Adam has been in over 230 of these conversations. The patterns are striking and valuable. This podcast surfaces them so you can lead with the perspective most CEOs never get.
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A member publicly demanded to know where the Alliance to End Hunger stood on the Gaza conflict. Half of Eric Mitchell's coalition supported one side. Half supported the other. Silence was its own answer. He held off as long as he could, then decided to speak. Before the statement went public, he pulled leaders from both sides into crafting it. He talks through how he kept the consultation tight, who he brought in, and why staying strictly in the lane of food access let the Allianc...
Michael Wear had a clear vision for the Center for Christianity and Public Life: deep formation work, deep investment in cohorts of twelve to sixteen fellows, commitments measured in years. Some potential funders kept pointing to cheaper models. Other organizations were reaching thousands for less. The constant temptation was to take a shortcut, starting with something splashy and backfill the real work later. Michael kept asking one question: a shortcut to what? A shortcut would have built s...
Joanna Taft proposed starting a charter high school out of the arts nonprofit she was leading. She had no background in education. Her artists were leaving Indianapolis because nobody was buying their work, and she decided the fix was to grow a new generation of art patrons. (Talk about a long-term vision…) She raised the idea to a city commission expecting someone else to run with it. They just looked back at her, waiting for her to take it on. But right after the hearing, a board mem...
Myal Greene inherited an organization with a mission statement that everyone loved. World Relief had run on that mission statement for fifteen years. Internal staff admired it. External donors knew it. Myal knew it needed to change anyway. This conversation is about the eighteen-month, discerning, board-engaged process. Myal walks through how the decision surfaced during strategic planning, why he never saw himself as the decision maker but as the person facilitating the board toward a good d...
Nicole Martin is five and a half months into leading Christianity Today. The prayer she keeps coming back to: "God, please don't let me break this!" She began leading a 70-year-old organization founded by Billy Graham, and found it trying to be five things at once on one budget with one team. It was a philanthropy, a media company, an investigative journalism outfit, an external presence for the church, and a pastor. Something had to give. In her second month, she gathered her leaders and wre...
Phil Ryken had believed for years that Wheaton College's signature orientation program should be required for every new student. The research was there, and he saw what it could mean for Wheaton. But that meant scaling a high-connection, immersion program from 200 students to 550 in a single year. And that, in turn, meant recruiting 45 additional faculty members, asking them to give up two weeks of August and solving problems that didn't have easy answers. And yet, Phil made the change....
Eugene Cho started at Bread for the World two days before the COVID lockdown. In his first week, a tweet of his went viral, landing in the Washington Post. He had to figure out how to lead and how to speak, in real time. And this is while stepping up to lead an organization that had been led by the same person for 29 years. Our conversation covers the three goals he holds in constant tension: building proximity to power, speaking truth to power, and building power in ways that reflect the org...
Everything was up and to the right. Hope International had just received an award for innovating in a post-conflict setting. Peter Greer the biggest champion of more. Then the cracks started to show. Peter had to stop, own the mistake, and go tell the donors who had believed what he told them. Peter is one of the most intentional leaders I've interviewed about building a personal network of advisors. He also names something I think every CEO should wrestle with: not whether you and your organ...
Nonprofit CEOs carry decisions they can't fully discuss with their board, their team, or their peers. So they carry them alone. Each week, Adam Jeske, The Nonprofit CEO Advisor, sits down with a nonprofit CEO to go inside the decisions they carry: the agonizing restructure, the wonky board dynamic, the moment that defined their tenure. Adam has been in over 230 of these conversations. The patterns are striking and valuable. This podcast surfaces them so you can lead with the perspective most CEOs never get.
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