As millennials make the move to senior management we may think what it takes to succeed is falling right in line with the kind of behavior that demands efficiency at all costs, unquestioned workplace devotion, and fear of failure as a motivator. It doesn’t.

When CCF was formulated in 2015 the brilliant team to do so created an “Aligned Actions List.” I frequently run through this list to test my fundraising activities and challenge my thinking - am I advancing justice and equality in my daily work? In my strategic planning? Or am I furthering the harmful tropes of fundraising?

We all know what it feels like to walk into someone’s home and be welcomed with gracious hospitality. We feel like we’re in the right place, that we belong, that we are wanted. How can we transform our workplaces to look, feel, and even taste the same way?

While we wade into a new year, brainstorm a list of possible “organizational development cazimis” that may lie ahead for you. What is an area of growth you’d like to focus on for yourself and/or your organization in the new year? What challenges and/or opportunities may present transformational moments to deepen that growth?

You cannot, I repeat, cannot, assume trust in the workplace. Trust is something we actively and intentionally build in our daily work and interactions. And we need a baseline of trust to be able to do, well anything else really, in our organizations.

Language isn’t a zero-sum game. We can effectively share our story, mobilize resources, avoid language that furthers harmful narrative, and even use language that uplifts equality and justice.

Like Barbie, we don’t need to be hamstrung from making important changes just because our world/organization isn’t as great as we thought it was. What are the simple, every day ways we can make things better right now, in the imperfect, messy context we’re in.

Nonprofits have their own version of “thoughts & prayers” and its rampant - implementing change without resourcing change management.

What if we mapped our organizations to this model of conflict transformation? Would we get an even more comprehensive picture?

“Best Practices” might tell us how important, good, or powerful listening can be, but have we actually created the space, structures, and practices in our organizations to make the skill and use of listening a reality?

How can we build microcosms of democracy and freedom in our community institutions – which can be building blocks to broader societal change?

Starting my own business feels a bit like being at the edge of the ocean - I want that freedom and power every day, even at work. And I’m not the only one.