The Nonprofit Show

American Nonprofit Academy
  • 5.0 (5)
  • Non-Profit
  • Updated Daily

The Nonprofit Show is the nation’s daily broadcast for the business side of nonprofits — bringing you practical insights, expert interviews, and real-world strategies to help your organization run smarter, lead stronger, and fund better. Each weekday, our co-hosts and guests break down the most current topics in fundraising, board governance, leadership, staffing, technology, communications, and financial strategy — giving nonprofit professionals the tools they need to build sustainable, high-performing organizations. With more than 1,500 episodes and growing, our on-demand library is a trusted resource for executive directors, team members, fundraisers, board members, and sector leaders who are ready to move beyond inspiration and into implementation. 🎥 Watch the daily show on YouTube: https://bit.ly/3A0Dqlw

  1. 2d ago

    The Fundraiser Is Gone . . .Will the Donors Follow?

    Send us Fan Mail Donor relationships when a fundraiser leaves can expose serious gaps in nonprofit ethics, succession planning, data security, and donor communication. When the development professional changes (but the donor’s trust remains) who is responsible for what happens next? On this Fundraisers Friday conversation, Julia Patrick and Tony Beall confront one of fundraising’s most uncomfortable transitions: whether donors should follow a fundraiser to another organization. Julia begins with the ethical baseline established by the Association of Fundraising Professionals: donor data and portfolios belong to the nonprofit. She also cites a striking sector concern . . .the average professional fundraiser may remain in a position for only about 19 months. That turnover makes donor-transition planning a business necessity, not a hypothetical exercise. Tony draws an essential distinction between responsibility and ownership: “We do that on behalf of, as the ambassador of, as the champion of—not as the owner of.” But organizational ownership of the database is only the first layer. Donor trust can be deeply personal, multigenerational, and connected to a fundraiser’s integrity. Corporate partners introduce another dynamic: they may value a fundraiser’s reliability, reporting, and responsiveness, yet their funding must still align with the new organization’s mission. The conversation moves directly into nonprofit operations: controlling CRM access, preventing unauthorized data exports, preparing donor communications, assigning interim relationship managers, and making introductions before a departing fundraiser leaves. Tony recommends a “no surprises” rule so important donors never discover a staffing change through LinkedIn. A respectful, documented transition plan protects the organization, the professional, and the donor! Key Takeaways: Donor records and portfolios are organizational assets—not employee property. Personal trust may follow a fundraiser even when donor data cannot. Every development department needs a ready-to-activate departure plan. Major donors should hear about staffing transitions directly from the nonprofit. CRM access and export permissions require immediate attention during departures. Portfolio decisions should serve the mission rather than individual goals or ego. 00:00:00 Fundraiser Turnover and the Donor Question 00:02:00 Who Owns the Donor Data? 00:06:43 Portfolio Competition, Goals, and Ego 00:09:08 When Donors Want to Follow a Fundraiser 00:12:44 Corporate Partners Change the Equation 00:15:21 Building the Fundraiser Exit Plan 00:18:02 CRM Access, Data Exports, and Integrity 00:22:58 The No-Surprises Donor Communication Rule 00:25:26 Hiring Pressure and the Fundraising Talent Pipeline #NonprofitFundraising #FundraisingEthics #TheNonprofitShow Find us Live daily on YouTube! Find us  Live daily on LinkedIn! Find us Live daily on X: @Nonprofit_Show Our national co-hosts and amazing guests discuss management, money and missions of nonprofits!  12:30pm ET   11:30am CT  10:30am MT  9:30am PT Send us your ideas for Show Guests or Topics: HelpDesk@AmericanNonprofitAcademy.com Visit us on the web:The Nonprofit Show

    The Fundraiser Is Gone . . .Will the Donors Follow?

  2. 3d ago

    How to Record In-Kind Donations—Without Costly Mistakes!

    Send us Fan Mail How to record in-kind donations for nonprofits is more than an accounting question . . .it reveals what programs truly cost and how much support the community contributes! Justine Townsend, Manager at Your Part-Time Controller (YPTC), explains how to value, document, report, and steward noncash gifts without distorting the books. Donated office space, food, equipment, vehicles, program supplies, graphic design, and certain professional services can represent significant organizational support. If a nonprofit would otherwise need to purchase the item or service, failing to record it may understate both revenue and expenses, and conceal the real cost of delivering the mission. Fair market value is where things become complicated. Food banks may use published food valuations, while donated office space may require comparisons with similar local properties. Donor estimates also deserve scrutiny. Justine recalls an advertising contribution valued at approximately $1 million (enough to nearly double one organization’s reported annual revenue) before the valuation methodology was challenged. “The finances are just our story told in a different way,” Justine explains. Accurate records support more than audits and Form 990 reporting. They strengthen budgeting, donor stewardship, vendor relationships, fundraising communications, and financial planning. The conversation also exposes a frequent operational failure: development teams negotiate in-kind support, but finance learns about it late—or not at all. A clear gift acceptance policy can establish what the nonprofit will accept, who approves unusual contributions, when appraisals or additional forms are needed, and whether the organization can actually use or sell the donated property. Volunteer support deserves attention too. Verified volunteer hours may support audit-note disclosures and show funders the depth of community participation. As Justine says, in-kind support helps tell “the story of how much the community loves, supports, needs and wants what you’re doing.” Key Takeaways: Record qualifying in-kind revenue and its corresponding expense. Use supportable market evidence—not an unquestioned donor estimate. Describe donated property on acknowledgments without assigning its tax value. Create a separate receipt process for noncash contributions. Connect development, finance, and donor stewardship before accepting gifts. Budget for donated resources so leaders understand replacement costs. 00:00:00 Why In-Kind Donations Really Count 00:02:13 What Qualifies as an In-Kind Donation? 00:04:00 When Donated Services Can Be Recorded 00:04:37 Valuing Free or Discounted Office Space 00:06:16 Who Determines Fair Market Value? 00:08:32 Event Discounts, Goods and Professional Services 00:10:21 Reporting, Stewardship and Form 990 00:13:34 Fixing the Finance–Development Disconnect 00:14:43 Tracking Volunteer Hours and Their Value 00:17:19 Valuation Mistakes and Gift Acceptance Policies 00:22:53 The Cost of Not Recording In-Kind Gifts 00:25:14 What Belongs on the Donor Receipt #NonprofitFinance #InKindDonations #TheNonprofitShow Find us Live daily on YouTube! Find us  Live daily on LinkedIn! Find us Live daily on X: @Nonprofit_Show Our national co-hosts and amazing guests discuss management, money and missions of nonprofits!  12:30pm ET   11:30am CT  10:30am MT  9:30am PT Send us your ideas for Show Guests or Topics: HelpDesk@AmericanNonprofitAcademy.com Visit us on the web:The Nonprofit Show

    How to Record In-Kind Donations—Without Costly Mistakes!

  3. 4d ago

    What exactly am I responsible for if my staff is using AI?

    Send us Fan Mail AI governance for nonprofits is quickly becoming a management, finance, data security and leadership responsibility . . .not simply an IT conversation!  Dr. Stephanie Rose-Belcher of JMT Consulting explains how nonprofit organizations can gain enormous efficiencies of AI without surrendering human judgment, accountability or control of sensitive organizational data.  AI can accelerate everything from contracts and presentations to financial analysis and routine administrative work. Stephanie describes tasks that once required hours of formatting becoming dramatically faster with AI. But speed introduces a new business question: . . .who is responsible for the result? Stephanie’s answer is direct: “You are still accountable.” That matters when nonprofit employees begin experimenting independently with free AI tools. A grant manager, fundraiser or finance professional may see an easy way to analyze information without realizing they could also be moving organizational data into an environment leadership has never approved. As Stephanie puts it, AI governance rests on three connected elements: “ . . . people, technology and policy and process.” Organizations need to decide what AI tools are approved, what information may be entered, which uses are acceptable, how outputs will be validated, and where important workflows need to become standardized. The finance implications are especially important. If multiple employees independently create AI processes for the same accounting function, the organization may gain speed while losing consistency, traceability and auditability. AI-powered work still needs controls that allow someone to determine where an answer came from and how it was produced. And smaller nonprofits are not excused because enterprise software costs money. Stephanie recommends establishing an acceptable-use policy defining what information is public, private and confidential—even when the organization cannot yet purchase a secure enterprise AI environment! Key Takeaways: Human accountability remains with the employee and organization using AI. Build AI governance around people, technology and policy—not software alone. Audit how employees are already using AI before assuming you know. Protect donor, financial and organizational data from unauthorized AI use. Standardize important AI-assisted finance processes so results remain repeatable and auditable. Create an acceptable-use policy even when enterprise AI tools are outside the current budget. 00:00:00 — AI Is Already Inside Your Organization 00:02:27 — Who Is Responsible for AI Output? 00:05:36 — Accountability Still Belongs to You 00:08:17 — When Staff Use AI Without a Policy 00:11:26 — People, Technology and Policy 00:16:58 — Protecting Organizational and Donor Data 00:21:23 — Keeping Finance Work Auditable 00:25:39 — What Smaller Nonprofits Can Do Now Find us Live daily on YouTube! Find us  Live daily on LinkedIn! Find us Live daily on X: @Nonprofit_Show Our national co-hosts and amazing guests discuss management, money and missions of nonprofits!  12:30pm ET   11:30am CT  10:30am MT  9:30am PT Send us your ideas for Show Guests or Topics: HelpDesk@AmericanNonprofitAcademy.com Visit us on the web:The Nonprofit Show

    What exactly am I responsible for if my staff is using AI?

  4. 5d ago

    What MacKenzie Scott’s $4 Million Gift Changed at JobsFirstNYC

    Send us Fan Mail What should a nonprofit do after receiving a massive unrestricted gift? This is a rare look at what happens after the transformational check arrives.  JobsFirstNYC President and CEO Marjorie Parker shares what happened after a surprise $4 million investment connected to MacKenzie Scott.  Learn why receiving transformational money can create as many strategic decisions as opportunities. The story begins with an unexpected message from someone representing an unnamed investor. After significant due diligence and roughly two months of conversations, Parker learned JobsFirstNYC would receive $4 million . . . “unrestricted”.  That word mattered! The gift gave the organization flexibility to strengthen operations, support longtime partners, develop internal capacity, rethink growth, and build a new five-year strategy. But Parker and her board did not simply begin spending. They asked harder questions: What should be invested? What should be preserved? Where could the organization expand responsibly? How should employees, partners, funders, and the community hear about the gift?  “Growth actually requires sustained capital,” Parker explains.  That became especially important because a transformational gift can create an unexpected fundraising problem: other donors may assume the organization no longer needs them. Parker describes one funder who postponed support for a year after seeing the size of the gift,  while other new investors and communities discovered JobsFirstNYC because of it. The investment also helped JobsFirstNYC build a five-year growth strategy that supported expansion beyond New York into northeastern Pennsylvania and southern Nevada. The conversation also puts the organization’s mission into perspective. Parker discusses millions of young Americans ages 18–24 who remain disconnected from work or education and why changing labor markets make economic mobility increasingly urgent. Key Takeaways: Treat unrestricted capital as organizational trust, not permission to spend quickly. Give the board time to establish investment, spending, and governance priorities. Communicate internally so staff understand how major new resources will be used. Use flexible capital to strengthen operations and strategic capacity, not simply add programs. Major public gifts may attract new funders while causing existing donors to temporarily step back. Growth still requires sustained capital; one extraordinary gift does not eliminate future fundraising. 00:00:00 The $4 Million Nonprofit Story 00:02:23 JobsFirstNYC and America’s Future Workforce 00:04:29 How the Surprise Funder Contact Happened 00:07:08 The $4 Million Reveal 00:09:24 Confidentiality and the Board Chair 00:11:21 Why Unrestricted Funding Means Trust 00:13:54 The Board Asks: How Do We Use $4 Million? 00:17:27 Can a Huge Gift Hurt Future Fundraising? 00:20:36 Saying Yes — and No — to Growth 00:23:27 Marjorie’s Advice for Nonprofit Leaders 00:26:06 Reporting When the Funder Requires None 00:27:28 Stewarding Transformational Capital  Find us Live daily on YouTube! Find us  Live daily on LinkedIn! Find us Live daily on X: @Nonprofit_Show Our national co-hosts and amazing guests discuss management, money and missions of nonprofits!  12:30pm ET   11:30am CT  10:30am MT  9:30am PT Send us your ideas for Show Guests or Topics: HelpDesk@AmericanNonprofitAcademy.com Visit us on the web:The Nonprofit Show

    What MacKenzie Scott’s $4 Million Gift Changed at JobsFirstNYC

  5. 6d ago

    Your Nonprofit Board’s Six-Hour Retreat Won’t Fix This

    Send us Fan Mail Nonprofit success planning may be a better fit for today’s volatile operating environment than the traditional three-year strategic plan. Jeffrey Wilcox, President and Chief Learning Curator at Third Sector Company, challenges nonprofit leaders and boards to stop treating planning as an event and start treating it as an ongoing organizational process. “Strategic planning is an antiquated term. What we really are talking about now is success planning,” Jeffrey says. That distinction changes a lot!  Instead of organizing a plan around departments, fundraising, programs, governance, and other organizational functions, Jeffrey encourages nonprofits to identify the forces that will either lead them toward (or away from) success. That means defining the achievements the organization actually wants to create, understanding its role within the community ecosystem, listening to stakeholders, examining financing rather than simply fundraising, and being willing to confront uncomfortable organizational truths. Leadership transition becomes part of that strategy. Jeffrey explains why transitional leaders should not be viewed as nonprofit “substitute teachers” keeping operations moving until the next CEO arrives. Their job can be much larger: build organizational capacity, reduce future executive attrition, establish shared truth, challenge assumptions, build stakeholder buy-in, and prepare the runway for the organization’s next leader.  “You are the runway. You are not the jet”, he adds.  Third Sector Company typically views this intentional transition as roughly a 9-to-14-month process and not a quick executive search. Jeffrey also shares that its Interim Executives Academy has trained 850 nonprofit professionals across 47 states. The larger business lesson is provocative: planning should not end when the strategic plan is finished. Nonprofits operating amid changing funding, public policy, workforce expectations, community needs, and leadership turnover need a management process capable of learning and adjusting as conditions change. Key Takeaways: Shift organizational planning from functions and activities toward the forces that drive success. Define success before hiring the leader expected to deliver it. Treat planning as an ongoing management process—not a completed project. Establish “shared truth” using data, organizational reality, and stakeholder perspectives before choosing direction. Use transitional leadership to build capacity and create a stronger runway for the permanent successor. Expect meaningful leadership transition to require sustained work; Jeffrey describes a roughly 9-to-14-month process. 00:00:00 Rethinking Nonprofit Strategic Planning 00:02:26 The Leadership Succession Problem 00:04:26 Why Traditional Strategic Planning Falls Short 00:07:18 Strategic Planning vs. Success Planning 00:10:35 Better Questions Create Better Strategy 00:13:37 Rethinking Interim Leadership 00:19:08 Building the Transition Team 00:23:55 Leadership Transition as Capacity Building  Find us Live daily on YouTube! Find us  Live daily on LinkedIn! Find us Live daily on X: @Nonprofit_Show Our national co-hosts and amazing guests discuss management, money and missions of nonprofits!  12:30pm ET   11:30am CT  10:30am MT  9:30am PT Send us your ideas for Show Guests or Topics: HelpDesk@AmericanNonprofitAcademy.com Visit us on the web:The Nonprofit Show

    Your Nonprofit Board’s Six-Hour Retreat Won’t Fix This

  6. Sep 9

    Before You Ask for the Gift, Fix the Giving Experience!

    Send us Fan Mail A strong year-end fundraising strategy for nonprofits starts long before December—and before you write the first appeal. Melaina Chromy, Sr. Brand Marketing Manager at Bloomerang, explains how nonprofit teams can improve the donor journey, reduce giving friction, coordinate campaign channels, and prepare now for stronger year-end results. One of the first assignments is surprisingly simple: make a donation to your own organization! How many clicks does it take? Is the form easy to use on a phone? Does the donor immediately understand what their gift will accomplish? Can someone move naturally from a direct-mail appeal or email to the online giving page?  As Melaina explains, “You have more flexibility when you don’t cram things down to the wire.” That means September is the time to establish the campaign goal, choose the central story, identify the audiences and channels, test the giving process, and get vendors such as printers and mail services on the calendar. October becomes production and refinement time rather than panic time. The conversation also challenges nonprofits to stop separating “traditional” and “digital” donors. Direct mail can lead directly to an online form through a QR code. Digital wallets matter beyond Gen Z. And donors increasingly expect giving to work with the same ease they experience when paying for everything else online. Then comes the part many organizations overlook: what happens after December 31? Melaina cites first-time donor retention at roughly 25% . . .a sobering reminder that acquisition without a follow-up strategy creates an expensive revolving door! Prompt thanks, impact reporting, and a clear first-time donor communication plan should therefore be designed before the year-end campaign even launches. GivingTuesday also does not need to become an entirely separate production. Melaina recommends using it as another opportunity to reinforce the same year-end story and campaign goal. Key Takeaways: Audit the complete giving journey before launching the campaign. Reduce clicks, mobile friction, and uncertainty on donation pages.  Use previous campaign data to determine where donors actually respond. Build one cohesive story across mail, email, social, QR codes, and donation forms. Treat GivingTuesday as a reinforcement point rather than an automatic second campaign. Plan first-time donor thanks, retention, and impact reporting before December. 00:00:00 Year-End Fundraising Starts Now 00:02:21 Inside Bloomerang’s Giving Platform 00:05:43 Is It Too Late to Prepare? 00:06:16 Test Your Own Donation Experience 00:08:38 Connecting Direct Mail and Digital Giving 00:10:38 Find the Story Behind the Appeal 00:13:18 Reflecting Donor Identity in Fundraising 00:15:04 Let Campaign Data Choose Your Channels 00:19:04 The September-to-November Campaign Timeline 00:21:05 Campaign Cohesion Builds Donor Trust 00:22:22 Rethinking GivingTuesday 00:23:53 The 25% First-Time Donor Retention Problem 00:27:51 Can Your Technology Measure Retention?  #NonprofitFundraising #YearEndFundraising #TheNonprofitShow Find us Live daily on YouTube! Find us  Live daily on LinkedIn! Find us Live daily on X: @Nonprofit_Show Our national co-hosts and amazing guests discuss management, money and missions of nonprofits!  12:30pm ET   11:30am CT  10:30am MT  9:30am PT Send us your ideas for Show Guests or Topics: HelpDesk@AmericanNonprofitAcademy.com Visit us on the web:The Nonprofit Show

    Before You Ask for the Gift, Fix the Giving Experience!

  7. Sep 8

    The “Always On” Leadership Trap

    Send us Fan Mail Nonprofit leadership stress can quickly become a business problem, affecting staffing, communication, decision-making and a leader’s ability to keep performing. We had a candid conversation about managing stress when seemingly everyone needs something from you, with Katie Warnock, President of Staffing Boutique. Katie knows the “always on” environment firsthand. Staffing Boutique works across nonprofit and education recruiting, where an ordinary day can include staffing emergencies, payroll issues, employee problems, client demands and unexpected calls beginning early in the morning and continuing into the evening. Her distinction between normal pressure and harmful stress is particularly important for nonprofit leaders: “The stress that you bring home and still stresses you out means it's probably harmful stress.” The conversation moves beyond burnout and into management. How much access should employees, candidates and clients have to a leader? Katie explains why she allows people to speak freely during difficult conversations, but also why she limits how long an unproductive conversation gets to consume her time. Technology creates another fascinating contradiction.  For leaders trying to maintain a 24-hour response standard, efficiency tools can become both solution and source of stress. Katie and host Julia Patrick also cover the changing workforce expectations, leadership boundaries, exercise, information overload and the importance of intentionally creating periods when the brain isn't constantly consuming another email, podcast, notification or problem. The bigger business question is simple: if leadership capacity is depleted, what happens to everyone depending on that leader? Key Takeaways: • Persistent leadership stress can become an organizational performance issue, not simply a personal problem. • Leaders may need micro-boundaries when complete disconnection from work isn't realistic. • Difficult conversations require empathy—but they do not require unlimited access to a leader's time. • AI can eliminate major administrative burdens while simultaneously increasing communication volume. • Changing workforce attitudes toward stress and mental health are affecting recruiting and retention. • Protecting physical and mental capacity deserves a place in leadership planning—not whatever time happens to remain. 00:00:00 Why Nonprofit Leadership Stress Matters 00:01:29 Inside The Pressure Of Nonprofit Staffing 00:03:36 When Everyone Depends On The Leader 00:04:53 Recognizing The Physical Signs Of Stress 00:07:57 A Workforce Already Under Pressure 00:10:13 Can CEOs Really Set Work Boundaries? 00:12:07 Normal Stress Vs. Harmful Stress 00:13:16 Setting Limits On Difficult Conversations 00:17:08 Gen Z, Mental Health And Workforce Expectations 00:18:22 AI: Stress Reducer Or Stress Creator? 00:21:35 Protecting Time Instead Of Adding Work 00:26:05 Information Overload And The Value Of Quiet  Find us Live daily on YouTube! Find us  Live daily on LinkedIn! Find us Live daily on X: @Nonprofit_Show Our national co-hosts and amazing guests discuss management, money and missions of nonprofits!  12:30pm ET   11:30am CT  10:30am MT  9:30am PT Send us your ideas for Show Guests or Topics: HelpDesk@AmericanNonprofitAcademy.com Visit us on the web:The Nonprofit Show

    The “Always On” Leadership Trap

  8. Sep 3

    Your Biggest Fundraising Mistake Might Happen Before Christmas!

    Send us Fan Mail Year-end fundraising strategy for nonprofits starts long before December. Ben Cooley, CEO of Maxwell & Marie, joins this Global Edition to explain how nonprofits can turn the holiday giving season into a carefully planned revenue opportunity, not a last-minute fundraising scramble. Ben's message is wonderfully direct: “Your resources are in your relationships.” That means successful fundraising can't depend only on an email blast sent when December arrives. The planning begins with a business question: What exactly are you raising money for? Finance, operations and program teams need to establish the target and purpose before the creative team develops the story and campaign.  The conversation then moves into communication strategy—direct mail, email, text messages, personal calls, small donor gatherings and social media. Ben also urges nonprofits to design their stewardship workflow before the donations arrive: “Plan your thanking strategy.” And there's a significant timing issue. Ben cites a figure that 64% of online donations are made in the final two weeks of December, reinforcing why nonprofits need their campaigns ready well before donors reach peak giving mode. For organizations looking for a benchmark, he suggests one possible target of approximately 10–15% of the operating budget, connected to a clear program objective. The Santa hats may be having some fun, but the business lesson is serious: by December, your fundraising strategy should already be moving. Key Takeaways Begin internal year-end campaign planning well before the holiday season. Tie the fundraising goal to a specific, understandable program outcome. Build a coordinated campaign across direct mail, email, text, social and personal outreach. Treat relationships—not technology—as the underlying fundraising asset. Design the donor thank-you and follow-up journey before gifts begin arriving. Track outreach volume and conversion rates alongside total dollars raised. 00:00:00 Christmas Comes Early to The Nonprofit Show 00:02:30 Ben Cooley and Growing Nonprofits 00:04:14 Why Year-End Can Be the Biggest Fundraising Season 00:05:02 The Final Weeks of December and Donor Giving 00:09:46 How to Start Building the Campaign 00:11:37 Communication Waves, Direct Mail and Relationships 00:13:28 Plan the Thank-You Before the Donation 00:14:51 Why Fundraising Campaigns Need a Specific Ask 00:17:04 How Early Should Year-End Fundraising Start? 00:19:31 Giving Tuesday, Matching Gifts and Donor Fatigue 00:22:39 Don’t Stop Fundraising on Christmas Day 00:24:08 Setting a Year-End Fundraising Goal 00:25:19 Fundraising Is a Numbers Game 00:26:19 Building the Fundraising Roadmap Find us Live daily on YouTube! Find us  Live daily on LinkedIn! Find us Live daily on X: @Nonprofit_Show Our national co-hosts and amazing guests discuss management, money and missions of nonprofits!  12:30pm ET   11:30am CT  10:30am MT  9:30am PT Send us your ideas for Show Guests or Topics: HelpDesk@AmericanNonprofitAcademy.com Visit us on the web:The Nonprofit Show

    Your Biggest Fundraising Mistake Might Happen Before Christmas!
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Ratings & Reviews

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About

The Nonprofit Show is the nation’s daily broadcast for the business side of nonprofits — bringing you practical insights, expert interviews, and real-world strategies to help your organization run smarter, lead stronger, and fund better. Each weekday, our co-hosts and guests break down the most current topics in fundraising, board governance, leadership, staffing, technology, communications, and financial strategy — giving nonprofit professionals the tools they need to build sustainable, high-performing organizations. With more than 1,500 episodes and growing, our on-demand library is a trusted resource for executive directors, team members, fundraisers, board members, and sector leaders who are ready to move beyond inspiration and into implementation. 🎥 Watch the daily show on YouTube: https://bit.ly/3A0Dqlw

Information

  • Creator
    American Nonprofit Academy
  • Years Active
    2022 - 2026
  • Episodes
    1.1K
  • Rating
    Clean
  • Copyright
    © 2026 American Nonprofit Academy
  • Show Website
    The Nonprofit Show

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