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Summary In this final episode of NGO Soul + Strategy, Tosca Bruno-van Vijfeijken sits down with Amitabh Behar, Executive Director of Oxfam International—one of the most recognized and influential global NGOs. Together, they explore what it means to lead transformative change inside a large, complex confederation while navigating a shifting political, economic, and cultural landscape. Their conversation spans Oxfam’s ongoing change journey, its efforts to become a truly global organization rooted in legitimacy and equity, and the leadership lessons Amitabh has learned along the way. This episode is a fitting finale to the podcast—bringing together the themes of leadership, legitimacy, and adaptation that have defined Tosca’s work and this show. Amitabh Bio Executive Director of Oxfam InternationalFormer CEO of Oxfam IndiaFormer Executive Director of the National Foundation for IndiaFormer Executive Director of the National Center for Advocacy StudiesWe Discuss Oxfam’s decades-long transformation journey and its confederated model of global affiliatesThe rewards and tradeoffs of shifting decision-making power to the Global SouthThe political dimensions of leading large-scale organizational changeBalancing legitimacy, agility, and complexity in global NGOsThe use (and risks) of academic or ideological language in public communicationThe critical question: should global NGOs narrow their roles for sharper impact?Amitabh’s reflections on AI, digital rights, and Oxfam’s 2030 strategyLeadership lessons for navigating power, resistance, and renewalQuotes “The world still needs Oxfam—with its courage to question power, and its willingness to transform itself.”  “Leadership is not just about holding power; it’s about sharing it, even when it feels uncomfortable.” Resources Amitabh's LinkedIn Page

Summary In this episode, I am joined by Doug Trout, CEO of DRi Waterstone Human Capital, to explore how nonprofit organizations can better invest in, manage, and retain their people. From executive recruitment to culture-building and burnout, this conversation takes a deep dive into what it really takes to thrive in today’s complex nonprofit landscape. Bio CEO of DRi Waterstone Human Capital, a firm serving nonprofits with leadership development, talent recruitment as well as executive search DRi Waterstone offers this valuable service to nonprofits, associations, foundations and social impact orgs in US Before his leadership position in Dri Waterstone, Dough worked at the Montpelier Foundation and at the University of Virginia as an administrator, among others. We Discuss Why "time and talent" are the sector’s most valuable—and most constrained—strategic assetsThe disconnect between what nonprofits say about valuing their people and what they actually invest inHow burnout, moral injury, and emotional fatigue are reshaping talent practicesWhat skills today’s leadership teams need to build truly inclusive and agile culturesWhat nonprofit boards are getting right—and wrong—about talent investmentBest practices for working with executive search firms and how to make the most of that investmentQuotes “We talk about valuing people, but how often do we fund what we say we value?” “If talent is a strategic asset, we need to start treating it like one—from the board level down.” Resources Doug Trout on LinkedIn DRi Waterstone Human Capital

Summary Innovation is often treated as a buzzword—but few nonprofit leaders take a hard look at the cultural, structural, and leadership obstacles that keep it from taking root. In this episode, Tosca talks with Carlos Simon, an innovation strategist and longtime leader at World Vision, about what it really takes to build innovation-ready organizations. From internal mindsets to outdated processes, they explore what’s getting in the way—and what to do about it. Guest Bio: CEO of World Vision Costa Rica and iSmart360Director of Data Science and former Regional Director of BD & Marketing at World VisionInnovation strategist with 25+ years at World Vision International (WVI)Author of a forthcoming framework on the 7 stages of organizational innovation maturityWe Discuss: Why innovation is not the same as continuous improvement—and why that mattersThe cultural and structural obstacles that slow down innovation in large NGOsHow Carlos developed a framework that identifies 7 distinct organizational "zones" of innovation capacityThe importance of removing outdated processes to truly make space for new ideasWhy leaders must address internal “friction” as much as they focus on promoting new ideasHow senior leadership mindsets—like overconfidence or premature solution bias—can block innovationThe role of flat structures, strategic alignment, and client focus in driving real innovationQuotes “You cannot have a disruptive vision and then treat it as a continuous improvement plan.” “Innovation doesn’t fail because of a lack of ideas—it fails because of internal resistance.” Resources Organizational innovation index with exponential factor

Summary:  What does it really mean to lead through a feminist lens? In this episode of NGO Soul + Strategy, I sit down with Jayanta Bora, a seasoned People & Culture expert who has helped shape leadership practices across major NGOs. Drawing from his own matrilinear upbringing and decades of experience, Jayanta explores feminist leadership not as a gendered concept but as a deliberate, power-aware leadership practice rooted in justice and equity. Jayanta's Bio: Over 30 years of experience in People & Culture, OD, OB, and HR in the nonprofit sector.Former Executive Director of Human Resources at Plan International.Visiting faculty at NMIMS Global Access School and Tezpur University.Leadership roles at Oxfam, ChildFund, and other global organizations.We Discuss: What feminist leadership is—and what it is not.The origins of Jayanta’s interest in feminist leadership, rooted in a matrilinear culture.Why feminist leadership is not about gender, but about power analysis.The seven behavioral competencies of feminist leadership:Self-awareness and reflectionSelf-care and caring for othersInclusion and dismantling biasAccountable collaborationSharing power and transparent decision makingRespectful feedback and conflict resolutionCourage and zero tolerance for discriminationThe need for more longitudinal research on feminist leadership effectiveness.How feminist leadership differs from traditional or transformational leadership styles.Quotes: “If you practice feminist leadership, you have no need for DEI policies, since intersectionality of identities is baked in.” “I am a male feminist.” Resources: Jayanta's LinkedIn profile Let’s stay connected You can also watch this episode on YouTube and subscribe to be the first to know when new episodes or other thought pieces are released. Have a challenge or opportunity in your nonprofit or philanthropic organization that you'd like to explore? Feel free to reach out to Tosca directly at tosca(at)5oaksconsulting(dot)org. And if you’d like more insights on nonprofit leadership, organizational change, and culture, you can follow Tosca on LinkedIn.

What happens when your nonprofit receives a transformational gift—seemingly out of the blue? In this episode, change management expert Michael Randel joins Tosca Bruno-van Vijfeijken to explore what nonprofits can learn from the MacKenzie Scott giving wave. Together, they discuss how to prepare for sudden funding growth, what risks to avoid, and how to communicate wisely during a time of high visibility and high stakes. Guest Bio Founder and Principal of Randel Consulting AssociatesLong-standing consultant in nonprofit change management and scalingResearcher on philanthropic giving and leadership dynamicsRegular advisor to mission-driven organizations facing major transitions We Discuss: Michael’s research into nonprofits that received large-scale gifts from MacKenzie ScottWhy divisiveness after a big gift was less common than expectedHow to manage sudden scaling and increase organizational readinessThe value of a “quiet phase” in your communication strategyHow to plan for the eventual “financial cliff” once funding is spentWhy this moment calls for both bold leadership and intentional restraint Quotes: “One day, 10 million dollar suddenly landed in our bank account.” “Should we be careful what we wished for?” Resources: Michael Randel's LinkedIn pageRandel Consulting Associates LinkedIn pageRandel Consulting AssociatesGet insider tips to overcome the 5 most common problems facing leaders during change - download hereMackenzie Scott has donated part of her fortune to over 2,000 organizations doing amazing work. What are they doing with all this newfound money? - download here Let’s stay connected You can also watch this episode on YouTube and subscribe to be the first to know when new episodes or other thought pieces are released. Have a challenge or opportunity in your nonprofit or philanthropic organization that you'd like to explore? Feel free to reach out to Tosca directly at tosca(at)5oaksconsulting(dot)org. And if you’d like more insights on nonprofit leadership, organizational change, and culture, you can follow Tosca on LinkedIn.

Show Notes Summary Land rights are at the heart of building a sustainable and equitable future. Yet securing these rights—especially for marginalized communities—remains a profound global challenge. In this episode of NGO Soul + Strategy, I sit down with Amy Coughenour Betancourt, President and CEO of Cadasta, a global social innovation organization dedicated to advancing affordable, accessible land rights documentation. Drawing on her leadership at the intersection of technology, social innovation, and global nonprofit management, Amy and I explore the unique opportunities and challenges Cadasta faces as a technology-forward organization working closely with Indigenous Peoples, local communities, and governments. We also address a timely leadership question: how nonprofits can respond to increasingly challenging funding landscapes while staying aligned with mission and values. Guest's Bio President and CEO of Cadasta, a leading social innovation organizationGlobal Advisor, How Women LeadAdvisory Board Member, Geospatial WorldBoard Member, InterActionFormer COO, National Cooperative Business Association (NCBA CLUSA), InternationalFormer Deputy Executive Director, Pan American Development FoundationWe Discuss What the integration of technology unlocks for advancing land rights—and the risks and limitations it bringsHow Cadasta approaches its role as an ally-organization to Indigenous Peoples and locally-led land tenure groupsThe leadership challenge of navigating downward trends in nonprofit funding across Europe and the USHow leaders can respond strategically to funding shifts while identifying new opportunities for mission-driven impactWhat it means to balance innovation with the grounded realities of community-driven changeLessons from Cadasta's hybrid model as both a technology provider and a global NGOQuotes “We need to be technology-forward but always community-centered.” "Responding to a changing funding landscape requires not just resilience—but also creativity and adaptability.” Resources Cadasta.orgCadasta LinkedIn PageCadasta on BlueSkyCadasta Facebook PageAmy Coughenour Betancourt Linked In Page Let’s stay connected You can also watch this episode on YouTube and subscribe to be the first to know when new episodes or other thought pieces are released. Have a challenge or opportunity in your nonprofit or philanthropic organization that you'd like to explore? Feel free to reach out to Tosca directly at tosca(at)5oaksconsulting(dot)org. And if you’d like more insights on nonprofit leadership, organizational change, and culture, you can follow Tosca on LinkedIn.

Summary The International Tunnelling Association (ITA) plays a critical role in global infrastructure, ensuring clean water, sewage systems, and transport for millions while contributing to the UN Sustainable Development Goals (SDGs). But behind the technical achievements lies a deeper challenge—modernizing an industry traditionally dominated by European, American, and Australian professionals. In this episode of NGO Soul + Strategy, I sit down with Arnold Dix, President of ITA, to discuss his iconoclastic leadership approach in making tunneling a more diverse and inclusive profession. Arnold has actively pushed for greater representation of women, people of color, and young engineers, challenging traditional power structures and advocating for regional voices. As a leader in a global membership-based professional association, Arnold cannot mandate change—he must influence, persuade, and lead by example. What does it take to challenge entrenched norms, navigate resistance, and truly drive transformation? Listen in to find out. Arnold's Bio President of the International Tunnelling Association (ITA), leading efforts to modernize and diversify the professionLawyer, engineer, and scientist, bringing a multidisciplinary perspective to underground infrastructure developmentChampion for diversity in engineering, working to increase representation of women, young engineers, and professionals from non-Western regionsGlobal infrastructure expert, contributing to sustainable underground solutions worldwideWe Discuss Reforming a global professional association: How Arnold has worked to decentralize power and amplify regional voicesBreaking industry norms: Making tunneling less exclusive and more diverse, bringing in women, younger professionals, and engineers of colorLeading without authority: The challenge of influencing rather than mandating change in a global membership-based associationManaging resistance: How traditional power centers within the industry have responded to his leadership and reformsLessons in delegation: What Arnold would do differently if he could start againThe bigger picture: How underground infrastructure development supports global dignity and the UN SDGsQuotes “I am a change man.” Resources ITA-AITES Arnold's Book Connect with Arnold Dix on LinkedIn Follow Arnold on Facbook  'International man of mystery’ who saved men from Indian tunnel collapse | Australian Story Let’s stay connected You can also watch this episode on YouTube and subscribe to be the first to know when new episodes or other thought pieces are released. Have a challenge or opportunity in your nonprofit or philanthropic organization that you'd like to explore? Feel free to reach out to Tosca directly at tosca(at)5oaksconsulting(dot)org. And if you’d like more insights on nonprofit leadership, organizational change, and culture, you can follow Tosca on LinkedIn.

Summary What does it take to lead an organization through a responsible and strategic closure? In this episode, I speak with Amy Miller-Taylor, former Executive Director of Global Integrity, about her experience navigating the complex decision to wind down an organization while ensuring its legacy, people, and resources were safeguarded. We explore the financial and strategic challenges that led to this decision, the leadership lessons Amy learned, and how organizations can approach closure as an intentional and thoughtful process rather than a last resort. Amy's Bio Former Executive Director of Global Integrity, an organization focused on open governance and anti-corruption.Deputy Chief of Party, Powered by the People, PartnersGlobalAdvocate for responsible leadership transitions and sustainable organizational change.Experienced in global development, governance, and nonprofit management.We Discuss: Facing financial realities early on: How Amy quickly recognized the urgent need for a new business model upon stepping into leadership.The role of transparency in leadership: Why erring on the side of over-communication helped maintain trust and morale among staff.Navigating financial and grant structures: The complexities of nonprofit funding and how the fine print of grants can influence an organization’s survival.Seeking external counsel: How a small group of peer advisors helped Amy evaluate alternative business models and ensure the decision to close was strategic, not reactive.Ensuring an ethical and responsible wind-down: The steps Global Integrity took to transition programs, preserve resources, and document key learnings for the sector.Supporting staff during closure: The importance of providing job placement support and ensuring employees had access to career transition resources.The administrative side of closure: Legal, financial, and operational considerations when dissolving a nonprofit.Shifting power in practice: How Global Integrity’s approach of handing over program leadership to local partners in prior years eased the transition.The emotional weight of closing an organization: Amy’s reflections on the psychological toll and how she found meaning in the process.Why ending well allows for new beginnings: The importance of reframing closure as part of an organization’s legacy rather than a failure.Quotes: “Closing well was more important than a last-ditch effort to make it work.”“Our efforts toward a responsible wind-down, shifting power, and advancing Global Integrity’s mission could have been more impactful if we had embraced the idea of a strategic ending earlier.”Resources: Read Amy’s reflections on some aspects of Global Integrity’s ending Let’s stay connected You can also watch this episode on YouTube and subscribe to be the first to know when new episodes or other thought pieces are released. Have a challenge or opportunity in your nonprofit or philanthropic organization that you'd like to explore? Feel free to reach out to Tosca directly at tosca(at)5oaksconsulting(dot)org. And if you’d like more insights on nonprofit leadership, organizational change, and culture, you can follow Tosca on LinkedIn.

Western coaching models weren’t built for African leaders.  So Nankhonde Kasonde, a Zambian international development as well as a leadership development specialist and certified coach, created something that was. Nankhonde's Bio: Nankhonde Kasonde is a Zambian international development specialist, certified leadership coach, and the founder of Zanga, an African leadership assessment and HR analytics company. As a leadership coach, Nankhonde recognized that African leaders need a coaching framework rooted in African national, regional, and continental values—rather than Western models that do not align with the cultural realities of high-context societies like Zambia. In high-context cultures, such as those in parts of Africa, China, and Japan, communication is often layered and indirect, relying on shared understanding, relationships, and cultural norms. This contrasts with low-context cultures, where communication tends to be more explicit and direct, as seen in Germany, the Netherlands, and the United States (for example). Recognizing this fundamental difference, Nankhonde developed a coaching framework tailored to African leadership, built on five key cultural dimensions: belief, pride, community, loyalty, and respect. Through Zanga, she provides African-grounded leadership coaching, self- and 360-degree assessments, and HR analytics that support talent management and organizational development. Her work aims to reshape leadership development in Africa by integrating culturally relevant coaching methodologies that truly resonate with African leaders. We Discuss: How did Nankhonde come to conclude that the Western approaches to coaching were not sufficiently helpful for African clients or tailored to their needs? In what ways were these coaching approaches not culturally appropriate?How did Nankhonde set out to develop your new coaching framework?What are the components of Nankhonde’s coaching framework for African clients and how it is different from Western or  North-founded frameworks?Where does this coaching model diverge from Western ones? Resources: Zanga’s LinkedIn page Nankhonde’s LinkedIn page Zanga’s website Let’s stay connected You can also watch this episode on YouTube and subscribe to be the first to know when new episodes or other thought pieces are released. Have a challenge or opportunity in your nonprofit or philanthropic organization that you'd like to explore? Feel free to reach out to Tosca directly at tosca(at)5oaksconsulting(dot)org. And if you’d like more insights on nonprofit leadership, organizational change, and culture, you can follow Tosca on LinkedIn.

Summary: What are the attributes of the modern humanitarian and development leader? Why modern? In what ways? How does one become one? Torrey’s Bio: As a certified coach with twelve years’ experience in international development Torrey Peace facilitates rising and established leaders in the humanitarian and development world to become the leaders they admire, or “people centered leaders.”  She has taught and coached over 400  supervisors globally from the UN, INGO and civil society to become more inclusive and caring leaders that make a greater impact while also stepping out of overwork and overwhelm. Her mission is to provide leaders the skills they need to be part of the change we want to see in the humanitarian and development world while also maintaining their wellbeing. For more information about Torrey’s work and podcast, please visit www.aidforaidworkers.com.  We Discuss: What defines the modern humanitarian and development leader?Why self-awareness and intentional leadership are crucial in humanitarian workThe importance of recognizing and overcoming traditional ways of leading that hinder progress.Leadership coaching as a style, including the shift from managerial to coaching approaches.Reverse mentoring: how younger team members can teach older colleagues. Resources: Torrey's podcast: The Modern Humanitarian and Development Leader Torrey's website: Aid for Aid Workers Torrey's Linkedin page Torrey's course on Humentum's learning platform Click here to subscribe to be alerted when new podcast episodes come out or when Tosca produces other thought leadership pieces. Or email Tosca at [email protected] if you want to talk about your social sector organization’s needs, challenges, and opportunities. You can find Tosca’s content by following her on her social media channels:  LinkedIn  Facebook

Summary: This is part one of a two-part conversation between two podcast hosts: Torrey Peace and myself. Torrey’s podcast is The Modern Humanitarian and Development Leader.  Torrey and I tackle two broad topics: in this first part of our conversation, Torrey interviews me: How do people in development agencies experience organizational change? What is the psychology of organizational change that a development leader needs to be aware of? How can experiencing organizational change affect staff motivation? How, as leaders, do we tackle any reactance as well as resistance to change? Torrey’s Bio: As a certified coach with twelve years’ experience in international development Torrey Peace facilitates rising and established leaders in the humanitarian and development world to become the leaders they admire, or “people centered leaders.”  She has taught and coached over 400  supervisors globally from the UN, INGO and civil society to become more inclusive and caring leaders that make a greater impact while also stepping out of overwork and overwhelm. Her mission is to provide leaders the skills they need to be part of the change we want to see in the humanitarian and development world while also maintaining their wellbeing. For more information about Torrey’s work and podcast, please visit www.aidforaidworkers.com.  We Discuss: What defines the modern humanitarian and development leader?Why self-awareness and intentional leadership are crucial in humanitarian work.The importance of recognizing and overcoming traditional ways of leading that hinder progress.Leadership coaching as a style, including the shift from managerial to coaching approaches.Reverse mentoring: how younger team members can teach older colleagues.Empowering teams by building trust and facilitating self-learning. Resources: Website Podcast Aid for Aid Workers Click here to subscribe to be alerted when new podcast episodes come out or when Tosca produces other thought leadership pieces. Or email Tosca at [email protected] if you want to talk about your social sector organization’s needs, challenges, and opportunities. You can find Tosca’s content by following her on her social media channels:  LinkedIn  Facebook

Summary What are some structural things that are wrong in development aid and in civil society? Which mindsets most need to be decolonized when it comes to the relationship between global South civil society organizations (CSOs) and INGOs? Global North-founded INGOs need to be reimagined. How, in turn, do global South-founded NGOs have to change to take over many roles that INGOs currently still fulfill? And how do they need to recalibrate their power relationships with INGOs? In this NGO Soul+Strategy podcast episode, I interview Charles Kojo Vandyck, a development practitioner based in Ghana, a leader at the West Africa Civil Society Institute (WACSI), and a thinker on alternatives to development and alternatives to  INGO models.   Charles’ Bio: Development practitioner, based in Ghana, who is on a mission to drive transformative change within civil societyHead of the Capacity Development Unit at the West Africa Civil Society Institute (WACSI)Core team member, RINGO project – Reimagining International NGOs Founding Member of the International Consortium on Closing Civic Space (iCon)Trustee of INTRAC and an Advisory Board Member of Disrupt DevelopmentHost of the podcast Alternative Convos, which focuses on social cohesion as well as social change in Africa. You can find Alternative Convos on Spotify  We discuss:  The West African Civil Society Institute (WACSI), based in Accra/Ghana, is a regional organization focused on civil society support and institutional strengtheningRINGO project: the Reimaging the INGO project is a collaborative global project among civil society leaders to prototype new models of INGOs that shift power to the global South and equalize relationships between global South and global North NGOs as well as fundersAccording to Charles, here are some of the problems with current models of development and aid architecture: a projectized approach to development;  local expertise of people is insufficiently recognized in project design; the ad-hoc and short-term nature of money flows; the presence of dependency cultures; lack of asset-based models to development (instead of  deficit-based ones)The policies and ways of working of INGOs have to be part of what needs to shiftThe RINGO project helps to identify areas of stuckness and develop prototypes for alternativesThe hardest nuts to crack within the RINGO project are related to structural racismGlobal South NGOs also need to change their models: they need to invest more in talent development and succession planning, to help generational shift from founders to successors; develop their skills in intersectoral as well as intersectional approaches to development; and invest in technology skills.  Resources: Charles’ LinkedIn Profile Podcast Alternative Convos – on Spotify WACSI Website Reimagining the INGO Website   YouTube video of this podcast Click here to subscribe Email Tosca at [email protected]  You can find Tosca’s content by following her on her socia

Summary Leadership transitions are tricky -- and potentially risky -- moments in a nonprofit's life. What are the most common pitfalls or aspects that get overlooked when nonprofits -- and outgoing leaders themselves -- tackle such leadership transitions? What key strategies and tactics are essential to ensure a smooth leadership transition and maintain organizational stability? What are the habits, practices, and behaviors that are most aligned with a successful exit of an Executive Director? In this NGO Soul+Strategy podcast episode, I interview Ignacio Saiz,  who transitioned out of the Center for Economic and Social Rights (CESR) some 2 years ago, on the right way to do this.   Ignacio’s Bio: Senior Advisor on Human Rights, Economic Justice, and Strategic LeadershipFormer Executive Director at the Center for Economic and Social Rights (CESR)Ignacio also held various managerial and leadership roles at Amnesty International, including Director of Policy Programs, Deputy Director for the Americas, and other roles  We discuss:  How planned transitions should be seen as an opportunityWritten transition plans help in avoiding miscommunication, and in allocating clear roles and responsibilities for how to deal with the transition, while clarifying the timeline as wellA comprehensive communication strategy is vital: outwards (towards donors/funders, peers/partners), as well as inwards (towards staff, board, advisory councils, volunteers etc.)Participation of staff is vital. One mechanism can be representation of 1-2 staff in the Board recruitment committee, as long as the organization is  very clear though about staff's decision rights vis-a-vis  the selection of the successor Outgoing leaders often underestimate the anxiety that may occur among staff and some board members -- especially if their  tenure has been longWhether the outgoing leader plays any role in the organization beyond their tenure is a very tricky and highly contextualized  decision, and needs to be carefully negotiated between the outgoing and incoming leaders. Most importantly, this must be completely steered by the needs and preferences of the incoming leader.  Quotes: “Boards need to realize top leadership transition involves more than a recruitment”“Planned leadership transitions should be seen as a shared opportunity, not a cause for concern”“Transition takes at least two years, and has to include the transition-in period when the incoming leader needs active support”  Resources: Ignacio’s LinkedIn Profile Ignacio's blog post on the matter (note links at the end to two good additional resources)   YouTube video of this podcast Click here to subscribe to be alerted when new podcast episodes come out or when Tosca produces other thought leadership pieces. Or email Tosca at [email protected] if you want to talk about your social sector organization’s needs, challenges, and opportunities. You can find Tosca’s content by following her on her social media channels:  Twitter LinkedIn

Summary What should I imagine, practically, when a team coach starts to support my team? What does a well-known team coach find the most rewarding about working with nonprofit teams? Can a team coach detect any differences in team behaviors or tendencies between their for-profit and nonprofit clients?    In this NGO Soul+Strategy podcast episode, I interview Alexander Caillet, CEO and co-founder of Corentus, Inc., on all of the above questions,  including how to navigate team behaviors when it comes to organizational politics as well as decision-making.  His answers may surprise you!   Alexander’s Bio: ·       CEO and co-founder of Corentus, Inc. ·       Adjunct professor at Georgetown University,  in its Leadership Coaching Certificate Program ·       Alexander also worked at other coaching and consulting companies ·       His education is in Organizational Psychology   We discuss:  Corentus’ vision: thriving, high-performing teams that result in a sustainable and harmonious futureWhat differentiates Corentus’ approach to team coaching from other approaches is its blending of team coaching with team facilitation, training, and consulting Alexander is one of the pioneers in the relatively new field of team coachingThe various stages of a team coaching engagementCorentus has worked with a range of nonprofits: Save the Children, Oxfam, Technoserve, Syngenta Foundation, AIPP, and others.Alexander observes interesting differences in what pre-occupies teams in the for-profit and nonprofit space, respectively. They relate to themes such as productivity, efficiency, and effectiveness of processes, as well as decisivenessHe also observes differences in terms of a greater focus on achieving consensus or even unanimity in the nonprofit sphere, rather than using decision-making methods such as voting, delegation, and authority with consultation.  Quotes: “I was surprised to encounter issues of hierarchy, power, DEI, and dysfunction in the nonprofit sector, I had not expected these as much in this sector” Resources: Alexander’s LinkedIn Profile Corentus Website Corentus Email Info on Corentus' offer on Low bono / Pro bono team coaching opportunity   YouTube video of this podcast Click here to subscribe to be alerted when new podcast episodes come out or when Tosca produces other thought leadership pieces. Or email Tosca at [email protected] if you want to talk about your social sector organization’s needs, challenges, and opportunities. You can find Tosca’s content by following her on her social media channels:  Twitter LinkedIn Facebook Youtube

Summary What is the state of DEI in US-founded international development organisations (both for-profit and nonprofit), and how has this state changed since 2021?   What has been the action, as compared to the professed intentions for action?    In this NGO Soul+Strategy podcast episode, I interview Shiro Gnanaselvam, President and CEO at Social Impact, on DEI (Diversity, equity, and inclusion) trends in US Development agencies.   Shiro’s Bio: CEO of Social Impact, a US-based mid-size consulting company that offers MEL (Monitoring, Evaluation, and Learning) services to the international development sectorFormer EVP and COO of Social ImpactCOO of AfriCare, largest and oldest African-American founded international NGO focused exclusively on the continent of Africa.Senior Director, Monitoring and Evaluation, Millenium Challenge Corporation  We discuss:  Racial and ethnic minorities remain under-represented in positions of powerThe global development sector remains predominantly white and female, including at the topDisability reporting shows signs of greater awarenessOrganizations have invested in establishing governance structures for DEI: policies, strategies and staff with dedicated responsibilities as well as collective staff bodies (DEI councils etc.)There are modest improvements in how diversity data are capturedCommitment to DEI remains, but competing priorities and resource limitations are a severe impediment to progressThere are tensions between global DEO, localization and domestic DEI that need to be resolved – but also many points of similarity  Resources: Shiro’s LinkedIn Profile Social Impact website Social Impact’s blog post on overall survey results Social Impact blog post on 7 actions the US development sector must take   YouTube video of this podcast Click here to subscribe to be alerted when new podcast episodes come out or when Tosca produces other thought leadership pieces. Or email Tosca at [email protected] if you want to talk about your social sector organization’s needs, challenges, and opportunities. You can find Tosca’s content by following her on her social media channels:  Twitter LinkedIn Facebook Youtube