The one thing flourishing non profits all have and all non profits need is relevancy...my consultancy has all the bells and whistles like organizational development, resource development, program development...but the core service I provide and what I'm best at is helping others find their relevancy...if you're relevant you don't struggle for resources and you're at the majority of tables you desire to be.

One important skill we must have as consultants is to really listen to the nonprofit leader. Yes, we know the usual needs for fundraising, strategic planning are there. I’ve found that a leader is as successful as the team behind them. What is their leadership style and how do they prepare the organization for future growth. My consulting practice also focuses on leadership continuity planning for organizations. This lens also takes into consideration their business model which includes fundraising and strategic planning.

Nonprofit executive teams and boards sometimes struggle to figure out how to ensure their organizations and infrastructure fully embody their mission and values. Consultants may work side -by -side with the decision-makers or stakeholders as a creative problem-solver, an experienced strategist, and a wise vision-caster to envision with them change, determine how to make it happen, and put the necessary tools and skills in place for the success. The reasons consultants are hired by nonprofit organizations are as follow: To help them with fundraising and grant writing, To provide strategic thinking about setting and achieving goals, improving organizational development and operational efficiency.

In the nonprofit sector, it's common for people to group various aspects of leadership under a single title. However, effective nonprofit leadership requires a diverse array of roles and skills. It's essential to identify your specific area of expertise and where your talents can have the most significant impact. Whether your strengths lie in strategic planning, fundraising, program management, or community outreach, knowing your niche ensures you contribute most effectively to an organization’s mission. By leveraging your unique skills, you can drive meaningful change and help your nonprofit clients achieve their goals more efficiently.

There is an additional aspect that cannot be ignored. Nonprofits are unique. Being able to communicate how you really understand and appreciate the challenges that your clients face will enable you to serve those you set out to. It’s not enough to be an expert in your field. You need to be able to communicate your expertise.

One must have hands-on experience to be an effective consultant. Being a board member is definitely a way to gain this experience if one hasn’t had the opportunity to work in a nonprofit. Nonprofits have so many missions and operate differently. As a board member ones lens into and experience with the organization can be different depending on the phase of growth. Is the board a governance, fundraising, or founding board. Participating on a committee is also a very useful way to build skills.

I definitely agree with that. But it is not completely necessary to understand concepts for one to actually have hands-on experience. If that were true, no one would ever do anything. You’ve got to start somewhere. But I do recommend volunteering your time to learn these things about nonprofits. It takes a lot of people to Make these organizations work well and well some of them do have paid employment, the majority of them rely on volunteers. I think it should be a requirement actually for everyone to volunteer their time in some capacity at some point in their life just to understand what it is like to be on the other side of it.

Gaining experience in the nonprofit sector can take many forms, from assessing forest protection submissions to collecting photo transects on the Great Barrier Reef. It’s vital to gain both on-the-ground and behind-the-scenes experience to understand how these organisations function. Years of volunteering led to a CEO role, leveraging my accumulated skills. Organising plogging events—combining jogging with litter collection—played a key role in this transition. These events connected me with the nonprofit sector and showcased my ability to execute impactful projects. Such initiatives provide valuable insights and visibility, essential for a successful consulting career.

I've found tremendous value in both playing a significant role in smaller nonprofit organizations and a more minor role in larger ones. In smaller organizations, you're often thrust into leadership positions, requiring you to take on responsibilities and learn new skills quickly. This environment fosters rapid growth and adaptability. On the other hand, larger organizations provide the opportunity to learn from seasoned veterans, offering insights into successful large-scale operations. Both experiences are invaluable and contribute uniquely to your professional development in the nonprofit sector.

It is helpful for aspiring consultants to understand the true pain points of Top Down nonprofit leadership to define the value proposition of external partnership. Understand the nonprofits unique value proposition (mission delivery technique, fundraising expertise, event execution, brand value, etc) and find ways to augment the existing proprietary mission expertise while helping magnify their work. Clear value prop could be related to cost savings, streamlined approach, building to scale, or increased mission expansion strategy. It is often lonely leading a nonprofit new strategy perspective can be met with appreciation.

Working with a broad range of organizations within the nonprofit sector allows me to bring fresh ideas and insights from one to another. Each organization is unique, and gaining experience across different settings constantly broadens my perspective and opens me up to new approaches. This cross-pollination of ideas not only enhances my own understanding but also helps each organization I work with benefit from a diverse array of strategies and best practices.