NGO Soul + Strategy

• 092. How Culture Is Reality: Rethinking NGO Safeguarding with Andrew Henck

  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?

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• 091. “$10M Landed in Our Account”—What Nonprofits Must Know About Transformational Gifts and Sudden Growth with Michael Randel

  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 here

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• 090. Technology, Land Rights, and Leadership: A Conversation with Amy Coughenour Betancourt, CEO of Cadasta

  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 Page

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• 089: "I AM A CHANGE MAN”: How Arnold Dix Applied An Iconoclastic Leadership Approach at the International Tunnelling Association

  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 Story

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• 088. When You Have to Wind Down Your Nonprofit: How to do It Well, with Amy Miller-Taylor

  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 ending

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