by Dr. Kevin Dean, President & CEO, Tennessee Nonprofit Network
Community engagement is a cornerstone of a thriving nonprofit. It is the practice of building and sustaining deep, meaningful relationships with the very people an organization aims to serve. While the financial well-being of a nonprofit often hinges on its ability to cultivate relationships with donors, the true measure of its impact is found in its connection to the community. In a world where social and economic challenges are ever-present, community engagement is not a luxury but a fundamental necessity. It is as important now as it has ever been, serving as the bedrock upon which trust, relevance, and long-term success are built.
Unfortunately, many nonprofits, in their dedication to securing resources, sometimes fail to invest the same level of strategic thinking into their community engagement efforts with the people and communities they serve. There is often a disconnect between an organization’s mission and the lived experiences of its beneficiaries. The challenge, then, is to bridge this gap, moving from a service-delivery model to a true partnership. This crucial topic was the focus of a recent CEO Peer Learning meeting held in September at the Assisi Foundation of Memphis. Thirty CEOs and Executive Directors, all leaders from across Tennessee Nonprofit Network, came together to share their collective wisdom on the “dos and don’ts” of effective community engagement. Their insights, born from years of on-the-ground experience and vast knowledge, provide a powerful roadmap for any organization seeking to strengthen its ties with the communities it serves. The consensus was clear: authentic community engagement requires intentionality, consistency, and a profound sense of humility.
The “Dos” of Authentic Community Engagement
The conversation on the “dos” of community engagement centered on building trust, being present, and maintaining consistent communication. These recommendations are not abstract theories but actionable strategies that have proven successful in the field.
Prioritize a Personal Touch and Physical Presence
The CEOs were emphatic that genuine engagement is built on a personal, human level. It’s not just about sending emails or posting on social media; it’s about showing up—physically and consistently. This includes attending community events, hosting in-person meetings, and being present where the community gathers. A leader’s presence, in particular, sends a powerful message that the organization is fully committed to its mission and the people it serves. The group stressed the importance of being outside and visible, rather than staying inside the office. This is part of the broader commitment to meet people where they are, both literally and figuratively, which can involve going door-to-door, setting up at local fairs, or holding listening sessions in neighborhood centers.
Proactive and Strategic Communication
Effective communication is a two-way street. The CEOs noted that organizations must move beyond reactive communication—responding only when a problem arises—and embrace a proactive engagement strategy. This involves consistent and strategic communications with all key stakeholders, including the community, donors, and partners. The discussion highlighted the value of regular, intentional outreach through various channels like newsletters, social media, and direct contact. Organizations must also be strategic and clear in educating the community about their identity and purpose. This means having a strong brand identity and a singular, consistent message that can be adapted for different audiences while still maintaining its core integrity. The use of social media was specifically mentioned as a powerful friend in this effort, allowing for rapid and widespread dissemination of information and fostering interactive dialogue.
Build Partnerships and Welcome Feedback
Community engagement is not a solo endeavor. The leaders universally agreed on the importance of seeking and embracing partnership opportunities. Working in silos is a major pitfall. True success is found in collaboration, which includes willingness to partner with other nonprofits, local businesses, and community leaders. A cornerstone of this collaborative approach is the creation of community advisory boards, which provide a formal structure for continuous dialogue and feedback. The CEOs stressed that organizations must welcome feedback from the community and be prepared to pivot spending to do things they desire. This means actively listening to what the community wants to see and being flexible enough to adjust strategies and programs based on that input. The phrase “Don’t make decisions about me without me” was a powerful guiding principle, reflecting a commitment to shared decision-making.
Foster Trust and Be Humble
Trust is the currency of community engagement. The leaders emphasized that trust is earned through actions, not just words. This involves being clear with expectations and not making promises you can’t keep. They also highlighted the importance of a relatable facilitator—someone who can bridge the gap between the organization and the community. Above all, a fundamental requirement is humility. Organizations must remember that you are here to serve and not to act as a savior to the people you serve. It’s about empowering the community, not just providing for it. This humility extends to being prepared to share the work and include donors as champions/advocates, recognizing that a successful mission is a shared one. The concept of “pathways vs. pipelines” was brought up, suggesting a shift from simply moving people through a pre-defined system to creating multiple paths for engagement and growth that are co-created with the community itself.
The “Don’ts” of Community Engagement
The “don’ts” of the discussion were equally instructive, serving as cautionary tales for common pitfalls that can undermine even the best-intentioned efforts.
Don’t Assume or Gatekeep
A critical mistake is to assume the priorities of a community based on past experiences or external data. The leaders warned against the mindset of “knowing best/better than” the people you serve. This kind of arrogance can quickly erode trust. Another key “don’t” is to gatekeep information or opportunities, which can be interpreted as an organization holding power over the community. The opposite approach, being open and transparent, is what builds lasting relationships. The CEOs also advised against making a program or event accessible to everyone if the mission is clearly defined for a specific group. It is important to avoid mission creep—the attempt to be everything to everyone, which dilutes impact and can confuse the community.
Don’t Disappear or Be Inconsistent
Inconsistency is a trust killer. The CEOs agreed that organizations must not disappear after an initial program launch or event. The energy and follow-through must be maintained. The rule to repeat, repeat, repeat was mentioned as a way to ensure a single invitation is not the only touchpoint. Similarly, do not only talk to people when you need them—for example, when you are fundraising or seeking volunteers. Engagement should be a continuous, year-round effort. The leaders also cautioned against sending conflicting messages to the community and stressed the need for a unified voice. This includes being mindful of last-minute changes to events and making sure that any information, especially media releases, is sent out in a timely and strategic manner.
Don’t Overpromise, Underdeliver, or Get Complacent
The group was unanimous in its warning against the trap of overpromising and underdelivering. This can quickly lead to community disappointment and a loss of credibility. Instead, organizations should be realistic, transparent, and focused on celebrating small wins along the way. They also advised against complacency, noting that there is always room for improvement and that the way things were done in the past is not necessarily the way they need to continue. The leaders underscored the importance of humility by stating “Don’t assume as a leader that you have all the answers” and “Don’t overthink the process; plan to iterate.” This advice highlights the need for a dynamic and responsive approach, one that is built on learning from mistakes and adapting to new information.
Don’t Be Rude or Tone-Deaf
The simplest and most direct “don’t” was a universal one: Don’t be rude to clients. Treating people with dignity and respect is non-negotiable. Furthermore, organizations must not be tone-deaf by ignoring or not addressing bias within the community you serve. This requires cultural competence and a willingness to engage in difficult conversations. The group also cautioned against acting like you are the “savior” to the people you serve, as this approach can be patronizing and disempowering. This sentiment extends to how organizations interact with past staff, as the CEOs agreed that leaders should not trash people formerly with your organization, as this can create a toxic environment and reflect poorly on the nonprofit’s values.
Don’t Work in Silos
A recurring theme was the danger of working alone or creating internal staff silos. Community engagement is a collective responsibility that extends beyond a single person or department. Leaders themselves must be actively involved and not leave engagement to their team. The final “don’t” was a poignant reminder to leaders to not neglect their own health, as burnout can prevent them from effectively showing up for their communities and their team. The leaders also stressed the importance of knowing your numbers and intentions, and not just relying on social media. They warned against sharing all your problems with the community and noted that an organization should not solicit input and then not respond to it in some intentional way. This can be as simple as acknowledging feedback and explaining how it will be used, even if the suggestion cannot be implemented.
Conclusion: A Path Forward
The insights shared by these thirty CEOs and Executive Directors at the Assisi Foundation of Memphis paint a comprehensive picture of what it takes to build a truly engaged and resilient nonprofit. The conversation moved beyond a simple checklist of activities to a deeper understanding of the values and behaviors that must underpin all engagement efforts. From the importance of a personal touch and a consistent presence to the critical need for humility and a willingness to listen, these leaders demonstrated that the most effective community engagement is rooted in authentic relationships. It requires letting go of assumptions, embracing collaboration, and seeing the community not as a target audience but as a genuine partner in the journey toward positive change. In doing so, nonprofits can move from simply serving communities to truly being part of them.
We invite all Memphis-area nonprofit CEOs and Executive Directors to join us at our next CEO Peer Learning Network meeting. You can find more information and register for upcoming events here: https://tnnonprofits.org/upcoming-events/