NGO Soul + Strategy

SummaryInnovation 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 From internal mindsets to outdated processes, they explore what’s getting in the way—and what to do about it.Guest Bio:CEO of World Vision Costa Rica and iSmart360Director of Data Science and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a framework that identifies 7 distinct organizational "zones" of innovation capacityThe importance of removing outdated processes to truly make space for new ideasWhy leaders must address internal “friction” as much as they focus on promoting new ideasHow senior leadership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.”ResourcesOrganizational 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 profileLet’s stay connectedYou 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.

In this episode, I speak with Andrew Henck, a scholar-practitioner whose recent PhD research offers a nuanced take on organizational culture in humanitarian NGOs. Together, we explore how culture goes far beyond shared values—it is a lens through which organizations make sense of their reality. They also examine what this means for safeguarding, accountability, and leadership in NGOs, especially amid increasing scrutiny and systemic change.Guest’s BioLecturer at Glasgow Caledonian UniversityPhD in Leadership Studies, University of San DiegoFormer People & Culture leader with World Vision in Papua New GuineaCoach, consultant, and certified LEGO® SERIOUS PLAY® facilitatorWe DiscussWhat the Competing Values Framework reveals about NGO cultureAndrew’s four-phase model of cultural consciousnessWhy safeguarding policies fall short without deeper cultural insightThe difference between “organizations having culture” and “organizations being culture”How to apply a developmental view of culture to real-world leadership challengesWhy boards and regulators often miss key dynamics in NGO cultureQuotes “Culture is not just about values. It’s how people make sense of reality.” “Organizations are not just entities with cultures—they are cultures.”Resources Andrew's LinkedIn PageEnjoy my essay related to todays topic: Can Organizational Culture Help Explain Recent INGO Scandals?Let’s stay connectedYou 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 BioFounder 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 transitionsWe 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 restraintQuotes:“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 hereLet’s stay connectedYou 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 NotesSummaryLand 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 BioPresident 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 DiscussWhat 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.”ResourcesCadasta.orgCadasta LinkedIn PageCadasta on BlueSkyCadasta Facebook PageAmy Coughenour Betancourt Linked In PageLet’s stay connectedYou 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.

SummaryThe 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 BioPresident 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 DiscussReforming 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.”ResourcesITA-AITESArnold's BookConnect with Arnold Dix on LinkedInFollow Arnold on Facbook 'International man of mystery’ who saved men from Indian tunnel collapse | Australian StoryLet’s stay connectedYou 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.

SummaryWhat 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 BioFormer 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 endingLet’s stay connectedYou 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 pageNankhonde’s LinkedIn pageZanga’s websiteLet’s stay connectedYou 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 LeaderTorrey's website: Aid for Aid WorkersTorrey's Linkedin pageTorrey's course on Humentum's learning platformClick here to subscribe to be alerted when new podcast episodes come out or when Tosca produces other thought leadership pieces.Or email Tosca at tosca@5oaksconsulting.org 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:WebsitePodcastAid for Aid WorkersClick here to subscribe to be alerted when new podcast episodes come out or when Tosca produces other thought leadership pieces.Or email Tosca at tosca@5oaksconsulting.org 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