by Dr. Kevin Dean, President & CEO, Tennessee Nonprofit Network
Remember when you first got into the nonprofit sector? Do you remember the feeling? You were probably brimming with optimism, and you wanted to be the change you wanted to see in the world. Over time, though, reality might have set in. We might have gotten comfortable. We might have become jaded and fearing change, because with change came chaos (common in nonprofits!). But right now, that isn’t serving our organizations or serving the sector. Now is the time for us to be superheroes, but we have to get out of our own way. There are many seemingly unquestionable “sacred cows” that exist in the nonprofit sector, but it’s time, in the midst of so much uncertainty and chaos, that we start challenging those assumptions.
Alright, buckle up, change agents! We signed up for this gig to shake things up, to be the glitter in the societal gloom, the folks who actually do something about the monumental messes life throws our way. And boy, are we facing some doozies lately, aren’t we? It feels like every other headline is a fresh new challenge, a curveball the size of a small car hurtling towards our well-intentioned heads.
Yet, in the midst of this glorious chaos, this symphony of societal hiccups, there’s a funny thing we humans do. Even us fiercely dedicated, world-bettering types. We get a little… cozy. We develop these little routines, these organizational comfort blankets, and sometimes – whisper it – we stop really looking at them. They become our “untouchable traditions,” our “venerable routines,” the things we just do because… well, because Tuesday.
Then BAM! A global pandemic, an economic earthquake, a flurry of chaotic and frightening executive orders, a sudden shift in donor priorities – and suddenly our trusty old methods are about as effective as a chocolate teapot. We’re forced to confront the fact that while we were busy being awesome, some of our foundational assumptions went unchallenged, quietly morphing into the very things holding us back. These are the ingrained habits, the organizational equivalent of that weird family heirloom no one likes but everyone pretends is valuable, that we desperately need to haul out into the light and examine. Because in this pivotal moment for the nonprofit sector, clinging to unexamined “cherished customs” while the world around us is doing the cha-cha slide on a tectonic plate is a recipe for… well, let’s just say it won’t be a recipe for success. So, let’s grab our metaphorical magnifying glasses, because it’s high time we had a good, hard look at some of these unquestioned assumptions that continue to shape our actions, whether they’re actually helping us change the world or just tripping us up in the process.
1. “We’ve Always Done It This Way”
Ugh, I hate this one! This foundational habit, the elder statesman of our unchallenged practices, often carries the weight of decades of tradition. Whether it’s the annual fundraising auction featuring items no one truly wants, the program intake process that involves more paperwork than a mortgage application, or the internal communication structure that resembles a game of telephone played across departments, the familiar refrain “we’ve always done it this way” echoes with the authority of institutional memory. Suggesting a deviation can feel like questioning the collective wisdom of all those who came before us. But perhaps the path, while familiar, has become unnecessarily convoluted or no longer leads to the most impactful destination?
2. The Founder’s Vision as Gospel Forever and Ever and Ever
The initial passion and groundbreaking insights of our founders are the very bedrock upon which our organizations were built. Their early leadership and commitment deserve immense respect. However, treating their every pronouncement as an unalterable decree can, over time, feel less like following a guiding star and more like being trapped in a rigid orbit. The world, the needs of our communities, and the landscape of solutions are constantly evolving. What was revolutionary in the nascent stages might now be a limiting factor. Are we truly honoring the spirit of their vision by clinging to the literal interpretation, or might adapting to current realities be the most faithful way to carry their torch forward? And also, let’s be clear, a nonprofit founder does not “own” the nonprofit they created. Once it is built, it is property of the community. The community’s voice always wins over the vision of the founder. Always. (Sorry, founders, but you have to let that sink in.)
3. The Starvation Cycle and the Overhead Myth
The deeply ingrained belief in the moral imperative of minimizing overhead – the cherished custom of directing every possible penny to “program costs” – often persists despite mounting evidence of its detrimental effects. This unquestioned assumption, frequently fueled by external pressures and a misunderstanding of organizational sustainability, can lead to a chronic state of underinvestment in essential infrastructure: competitive salaries that attract and retain talent, robust technology that enhances efficiency, effective marketing and communication that amplifies reach, and professional fundraising that ensures long-term viability. Operating in this perpetual state of scarcity is akin to trying to build a sustainable house with substandard materials – eventually, the foundation will crumble.
4. Reliance on a Key Funder
Securing substantial funding, particularly from a major foundation or government entity, can feel like a monumental achievement, a validation of our work. However, the habit of becoming overly reliant on a single funding source can create a delicate and potentially precarious situation. The fear of jeopardizing this crucial relationship can lead to a reluctance to question the funder’s priorities, reporting requirements, or even their overall strategic direction, even if these don’t perfectly align with our mission or the evolving needs of the community we serve. This unquestioned dependence can inadvertently lead to mission drift, where programs are shaped by funding availability rather than community needs, and creates significant vulnerability should that funding source change its focus or disappear altogether. And spoiler alert: that one funding source probably won’t last forever.
5. Certain Programs Now Showing Significant Wear and Tear But That Everyone Feels Good About
Many nonprofits harbor a deep emotional connection to their long-standing programs, particularly those that have touched many lives or are deeply intertwined with the organization’s identity. These programs can become cherished routines, protected from critical evaluation even when data suggests their impact has diminished, their cost-effectiveness is questionable, or they no longer represent the most pressing needs of the community. The thought of modifying or discontinuing such a program can evoke strong emotional responses from staff, volunteers, and long-time beneficiaries, making objective assessment a significant challenge. However, clinging to programs based on sentimentality rather than impact can divert valuable resources from more effective interventions.
6. Paternalistic Board Recruitment
The composition of the board of directors, the governing body entrusted with the strategic oversight of the organization, can sometimes become a cherished custom, resistant to significant change. Boards often evolve organically, with new members recruited through existing networks. While this can help with familiarity and trust, it can also lead to a lack of diversity in terms of lived experience, professional backgrounds, and perspectives. This homogeneity can create blind spots, limit the board’s understanding of the complexities of the community served, and stifle innovative thinking. The habit of maintaining a familiar board structure, even when it lacks the diversity needed for optimal governance, can hinder the organization’s ability to adapt to a changing world and effectively address the needs of all stakeholders.
7. “Volunteer-Only” Mentality
The reliance on volunteers is a defining characteristic of many nonprofits, and their dedication is often the lifeblood of the organization. However, the unquestioned assumption that certain essential functions must be performed solely by volunteers, even when those functions require specialized skills, consistent availability, or strategic oversight, can become a limiting habit. While leveraging volunteer power is often essential and deeply valued, rigidly adhering to a “volunteer-only” model in inappropriate areas can lead to inefficiency, inconsistent service quality, volunteer burnout, and ultimately limit the organization’s capacity to achieve its mission effectively. Recognizing when paid staff are necessary to complement and support volunteer efforts is a sign of strategic resource allocation, not a devaluation of volunteer contributions.
8. Avoiding Difficult Conversations
The nonprofit sector often prides itself on its collaborative and community-oriented ethos, which can sometimes lead to a cultural habit of avoiding difficult or uncomfortable conversations. Whether it’s addressing staff performance issues, navigating strategic disagreements among board members, or confronting uncomfortable truths about program effectiveness, the desire to maintain harmony and avoid conflict can lead to a pattern of polite avoidance. However, these unresolved issues can fester beneath the surface, creating resentment, hindering productivity, and ultimately undermining the organization’s ability to learn, grow, and address challenges effectively.
9. The Institution Exists Because the Institution Exists: The Inertia of Established Presence
Perhaps one of the most fundamental unchallenged assumptions is the belief that an organization’s longevity and established presence automatically validate its continued existence and claim on resources, regardless of its current impact or relevance to the evolving needs of the community. The sheer fact that an institution has operated for decades can create a powerful sense of inertia, a resistance to critically examining its fundamental purpose or whether its current activities remain the most effective way to address the identified social problem. This habit of equating longevity with inherent value can lead to the inefficient allocation of resources to organizations that may no longer be generating significant impact, potentially diverting funds from more innovative and effective solutions. Sometimes, it’s ok to go away. Other times, it’s imperative.
10. The 80-Page Strategic Plan
The creation of a comprehensive and detailed strategic plan has become a widely accepted practice in the nonprofit sector, often seen as a hallmark of responsible management. However, the habit of equating length and complexity with strategic rigor can lead to the creation of lengthy documents that are often admired upon completion but rarely consulted or actively used to guide day-to-day decision-making. These grand plans can become symbolic artifacts rather than living roadmaps, gathering dust on shelves while the organization navigates a constantly changing landscape without clear, actionable guidance. Suggesting a more concise, adaptable, and frequently referenced strategic framework can sometimes be perceived as a lack of seriousness or a diminished commitment to long-term vision. And really, can any of us rely on a 5-year strategic plan at this point?
11. Collaboration is Always Good
Collaboration has become a ubiquitous buzzword in the nonprofit sector, often presented as an inherently positive and universally desirable activity. The habit of automatically seeking partnerships can become so ingrained that organizations pursue collaborations even when the strategic alignment is weak, the potential benefits are unclear, or the administrative burden outweighs the anticipated gains. (As a fun project, ask funders who are urging you to collaborate how they are collaborating with other funders.) The reluctance to decline a collaborative opportunity can stem from a fear of appearing uncooperative or missing out on potential resources, even if the partnership ultimately dilutes the organization’s focus and stretches its capacity unnecessarily. If your organizations’ guiding principles aren’t aligned, if the lion’s share of work will be done by only one collaborator, if one organization has a terrible reputation and is a liability, if there is too much ego involved, etc., you shouldn’t have to collaborate. But if your own ego is in the way or you aren’t thinking abundantly, that’s on you!
12. Giving Constructive Feedback to Funders
The power dynamic inherent in the relationship between nonprofits and their funders can often create a strong habit of expressing only gratitude and avoiding any form of constructive criticism. The very real fear of jeopardizing current or future funding can make nonprofits hesitant to voice concerns about cumbersome reporting requirements, misaligned funding priorities, or inefficient grantmaking processes. This unquestioned deference can hinder the evolution of the philanthropic sector, preventing valuable insights from grantees – those closest to the ground – from informing funders’ strategies and ultimately limiting the collective impact of the sector. We have to create feedback loops with our funders, and funders can’t be fragile in receiving feedback.
13. Not Getting Involved in Nonpartisan Public Policy
The desire to maintain a strictly nonpartisan stance is a deeply ingrained habit for many nonprofits, often driven by concerns about their tax-exempt status and the potential alienation of donors with diverse political views. However, this habit can sometimes lead to an overly cautious approach, preventing organizations from engaging in even nonpartisan public policy advocacy that directly addresses the systemic issues underlying their mission. The fear of being perceived as “political” can inadvertently silence the voices of those most affected by injustice and limit the potential for long-term, sustainable change. It’s your right and your responsibility to engage in public policy. And let’s be honest, if you aren’t working to change the systemic reasons why your communities are suffering (often rooted in bad policy), are we really doing anything that will help long-term?
14. Avoiding Continuous Improvement: The Reluctance to Uncover Imperfections
The habit of not rigorously and regularly evaluating our processes, programs, and outcomes can stem from a deep-seated fear of what we might discover. The reluctance to embrace continuous improvement can be rooted in a desire to avoid exposing weaknesses, acknowledging mistakes, or confronting the possibility that our current approaches might not be as effective as we believe. This unquestioned acceptance of the status quo can hinder our ability to learn, adapt, and ultimately enhance our impact.
15. Not Requiring Adequate Board Training
The habit of not mandating or strongly encouraging comprehensive board training often arises from a desire to avoid placing additional demands on busy volunteers, coupled with an underlying assumption that their existing professional expertise and commitment to the cause are sufficient for effective governance. This unquestioned reliance on inherent wisdom can leave board members ill-equipped to navigate the complexities of nonprofit governance, fiduciary responsibilities, and strategic oversight.
16. Not Professionally Developing Staff: The Worry of Investment Walking Out the Door
The reluctance to invest significantly in the professional development of our staff can become a deeply ingrained habit, fueled by the understandable concern that trained and empowered employees might seek opportunities elsewhere. This unquestioned prioritization of short-term cost savings over long-term organizational capacity can lead to stagnation, decreased morale, and a less skilled workforce, ultimately hindering the organization’s ability to achieve its mission effectively.
This also begs the question, why wouldn’t they leave if you aren’t professionally developing them and helping them grow? And another question: do you not trust your own organizational culture and leadership enough to expect them to stay and grow internally?
Gently Nudging Our Unquestioned Assumptions
Recognizing these deeply ingrained habits isn’t about assigning blame or criticizing the dedication of those within the nonprofit sector. Dare to ask “why?” and “is there a more effective way?”, and we can pave the way for greater innovation, enhanced efficiency, and ultimately, a more profound and lasting impact on the communities we serve. The journey towards greater effectiveness begins with the courage to question even our most cherished customs.