Everything Rises and Falls on Leadership – Including Grant Winning!

Cara Barrett
Everything Rises and Falls on Leadership – Including Grant Winning!


Most of you know John Maxwell, one of the foremost leadership gurus in the world. He has written over 70 books on leadership and travels worldwide speaking to Fortune 500 companies, professional sports teams and government leaders. One of John’s most widely known maxims is that everything rises and falls on leadership. I have found this statement to prove universally true, including in the realm of grant winning.


I have been privileged to be in private meetings and calls with John as part of the international John Maxwell Team. On one particular call with John I asked him what advice he would share with nonprofit leaders. His first response was that people haven’t truly led until they have led a volunteer organization. That should come as no surprise to those of you tasked with leading nonprofits! His second response related to the importance of board leadership, which I will share a bit further down in this blog.


In my grant writing workshops I often compare grant funders to for-profit business investors. While grant funders are not looking to obtain financial ROI like for-profit investors, they are seeking to obtain the best Social ROI possible with their philanthropic gifts. Similarly, just as for-profit investors analyze the leadership qualifications of CEOs and other leaders within companies in which they may invest; grant funders consider the leadership of nonprofits in which they are seeking to grant funds.


Of course, any wise investor wants to know that those leading these organizations have strong professional and leadership qualifications that include the ability to use their money wisely, a strong vision for the future and the ability to grow and sustain the organization. In the grant world, if the funder does not believe the organization’s leadership meets those qualifications, the organization is highly unlikely to win the grant.


As you evaluate yourself and your organization in the area of leadership excellence, I recommend that you contemplate the following three leadership keys that will impact your ability to win grants.


  1. Is your CEO/ED a person of influence in your field and/or community?
    Another of John Maxwell’s wise statements is that leadership is influence, nothing more and nothing less. Your leader must possess the ability to influence the staff, board members, funders and community members for the good of the organization. In order to adequately influence these stakeholders the leader must be respected as a person of integrity and expertise. Their expertise must extend past your field of work, such as helping senior citizens, to also include expertise in nonprofit leadership.
  2. Does your organization have a written plan or policy to develop leadership?
    If the success of your nonprofit rises and falls on leadership, you should highly value developing and training leaders. Offering leadership development opportunities is central to your success. Over 90% of Fortune 500 companies provide professional coaches for their leaders because they see the excellent results in productivity and returns. Consider how you might provide professional training and coaching opportunities for your CEO/ED and other senior level staff.
  3. Does your board provide strong leadership?
    Now for the second piece of advice John Maxwell shared with me during that phone call in relationship to strong boards. He said he recommends all nonprofit leaders surround themselves wit a strong and active board that personally financially contributes to the organization. He gave an example of how he was always very direct with board members to be sure they knew all he would expect of them, including financial support, as board members of his nonprofits. Highly impactful nonprofit boards are made up of influential leaders who use their influence to promote the organization in the community and to help raise money for the organization. They lead the way financially by personally contributing to the organization. (Many grant funders now expect that 100% of board members are personally contributing to the organization.) They bring their skill sets and expertise to board decisions. They attend the organization’s events and influence others to attend also. Finally, the board as a whole evaluates their performance annually.


As you are moving forward with your grant seeking strategy be sure to consider the role strong leadership as described above contributes to your ability to win. Addressing these issues could be the missing piece to securing your next grant. If you are looking to assess the quality of your leadership, offer leadership training, or provide leadership coaching to your team be sure to contact us for a free consultation.


Question: What tools/systems do you use to improve the leadership of your CEO, staff and board?



By Pamela Ames Coke July 31, 2025
One of the most controversial “asks” in the nonprofit sector, alongside general operating expenses, is the request for capacity building funds. It can be challenging to find a funder who will financially support capacity building. Unlike a programming request, an organization cannot point to a specific event and report, “The company served an additional 500 people by upgrading its customer relationship management system.” It is more challenging to quantify the impact of purchasing upgraded technology—but it is not impossible. A nonprofit’s superpower is what it already has: the organization’s mission and vision. Capacity-building funding is central to American philanthropy and to a civil society. In order to thrive, nonprofit organizations need to be free to develop their skills and abilities—to get even better at what they do best. The National Council of Nonprofits defines capacity building as “whatever is needed to bring a nonprofit to the next level of operational, programmatic, financial, or organizational maturity.” It is the type of funding that allows a nonprofit to advance its mission and act on its vision. Capacity building funding is central to American philanthropy and to a civil society. In order to thrive, nonprofit organizations need to be free to develop their skills and abilities—to get even better at what they do best. This is why capacity building is vital. A nonprofit can enhance its capacity building requests in three ways: by focusing the lens on the organization’s mission; by expanding the lens to look at the organization’s vision; and by changing the lens to consider succession planning. All these elements can open funding streams that allow an organization to get even better at what it does best. Mission Impossible - Without Full Capacity When considering applying for capacity building grants, focus on the organization’s mission. This can be an effective way to frame a nonprofit’s funding request. Suppose an organization provides adult daycare services for seniors in its community. In that case, the organization’s mission might be to provide quality programming that supports the social and mental wellness of area seniors for improved health outcomes. Perhaps the team is noticing that the demand for its nonprofit’s services is exceeding the staff’s availability. The nonprofit may need to purchase a volunteer management system or recruit and train more volunteers. Collaborate with the team to articulate the request that will help take the nonprofit to the next level of programmatic maturity. To craft a persuasive capacity building request focused on the company’s mission, consider the following: Mission - What is the organization’s mission statement? Need - What does nonprofit need that it currently does not have in order to fulfill its mission? Data that supports this need - How does the team know the business needs this? Request - What is the nonprofit requesting? How much is the cost of each budget item? Include a budget breakdown for the funder. Return on investment - How will these capacity building funds help the nonprofit fulfill its mission? How does the team know? In terms of data, consider what would have the most impact on the potential funder. For example, if the organization is applying to a financial organization, the applicant might refer to the bottom line—the cost of doing business. In April 2024, the Independent Sector, in cooperation with the Do Good Institute at the University of Maryland, reported that the estimated value of one volunteer hour in 2023 was $33.49, a 5.3% increase over 2022 (independentsector.org). How does that $33.49 contribute to the organization’s ability to fulfill its mission? Capacity building starts and ends with a nonprofit’s mission. The mission is what the organization does best. Make it clear why funding this capacity building request will help the organization do its best for the target population. Show, don’t tell, a potential funder how it is impossible for the business to fulfill its mission without being at full capacity in a given area of the organization, such as volunteer management. Vision Screening - Seeing up close and far away Mission is seeing up close. It is what the nonprofit team does on a day-to-day basis. Vision is far-sighted; it is stepping back and looking at what the organization wants to accomplish over a period of years. Suppose a company is a nonprofit that provides after-school mentoring for at-risk youth. The organization is receiving feedback that the needs of the students the team serves—and the needs of the mentors who serve them—are changing. Students need access to technology, and mentors need training on new tools and resources to best meet those demands. The company has been getting by with what is available, but it is time to step back and look at the bigger picture, to evaluate what could be possible for the organization and the people the team serves. It is time to review—or create—the organization’s strategic plan to identify and order the company’s needs. The strategic plan is a nonprofit’s roadmap to success. It helps a company prioritize its needs by outlining its goals and identifying how the team plans to meet that vision. A strategic plan outlines an organization’s identified needs over time. But how does a nonprofit balance the needs outlined in a strategic plan alongside the needs that arise from day-to-day interactions with the people the organization serves? When using a strategic plan to identify a vision-aligned capacity building funding request, consider the following: Vision - What is the nonprofit’s vision statement? Need - What are the organization’s immediate needs? How do these needs align with the nonprofit’s identified needs over the next 2-5 years? Data that supports this need - How does the team know these are the organization’s short-term and long-term needs? What are the data points? What is the nonprofit currently [not] able to do? Where are the gaps? How does the team know? Request - What does the nonprofit need to guide the organizational development? Can the organization do this work internally, or does the leadership team need to hire a consultant? Return on Investment - How will these capacity building funds help the nonprofit fulfill its vision? How does the team know? In terms of data points, how does the organization evaluate current services? Does the team use qualitative tools (narrative feedback), quantitative tools (surveys with closed-ended questions), or mixed methods (a combination of the two)? In terms of the request, what does the company want and need this request to include? If the organization has a lot of competing needs, it can be helpful to hire a consultant to guide the team through the prioritizing process. Include that cost in the capacity building request. Capacity building allows an organization to grow and meet the next level of operational maturity. Having—and using--a strategic plan is essential to a thriving and responsive nonprofit. Succession Planning - What you don't know can hurt you According to BoardSource’s latest Leading with Intent Report (2021), only 29% of nonprofits surveyed reported having a written succession plan in place (councilofnonprofits.org). While succession planning involves deliberate consideration of who will take over in the event of a retirement or other transition at the leadership level, succession planning is not an event (naming a successor); it is a process. If a nonprofit does not already have a succession plan in place or needs to update its plan, consider requesting capacity building funds to financially support this process. The National Council of Nonprofits (councilofnonprofits.org) identifies ten planning tips for leadership transition, from engaging the board and the staff in meaningful conversation about managing intentional transitions in leadership to dedicating time and money to deliberate on-boarding. This planning incurs costs, and securing capacity building funds can make this process easier. Leadership - What are the organization’s current leadership roles? Need - Why does the nonprofit want to develop a succession plan? What would be the impact on the organization and its programming if the nonprofit does not have a succession plan? How would such chaos impact the company’s mission and vision? Data that supports this need - What is the organizational structure? How does the team decide who serves in each capacity? How many Board members does the organization have? Staff members? Volunteers? How many people does the nonprofit serve? How many team members serve in multiple roles? Request - How would the organization use capacity building funds? Break down the component costs, from creating an Emergency Leadership Transition Plan to developing new leaders to onboarding leaders. Return on Investment - How will these capacity building funds allow the nonprofit to fulfill its mission and vision? How will it save the company time and money in the long run? Capacity building funds are necessary for securing the long-term health and survival of an organization. Data tells us that 71% of nonprofits are ill-prepared for a change in leadership, whether that change is planned or unexpected. Investing in purposeful succession planning using capacity building funds can help safeguard an organization, allowing the team to take the nonprofit to the next level of financial and organizational maturity. Be intentional The key to requesting capacity building funds is to be intentional. Know who the nonprofit is, who the nonprofit serves, and how the nonprofit serves (mission). Know where the organization is today and where it wants to be in 5-10 years (vision). Know who the leaders are today—and in five years (succession planning). All of these are part of capacity building. A contender is hard-pressed to complete a grant application or draft an LOI without addressing sustainability—how a team plans to stay afloat as an organization. Capacity building makes sustainability possible. By staying focused on the nonprofit’s mission and vision, an organization can craft a capacity building request that allows the team to get even better at what it does best. Now that’s a superpower!
Story Telling
By By: Valarie Bostic June 13, 2024
Every child has a hero, someone who inspired vision in them, someone they aspired to be like. For me, as a little girl, I had two heroes- Benjamin Franklin and Dr. Seuss. Although from different times and disciplines, they both taught me invaluable lessons I still use today. Despite their different fields of expertise - Franklin in politics, science, and invention, and Dr. Seuss in children's literature - they both left a lasting legacy that continues to shape and inspire generations. Both were unique influential philosophers who found purpose and fulfillment through connections to others. From the wisdom of “Poor Richards Almanac” to the lyrical ingenuity of “Oh The Places You Will Go,” both Franklin and Seuss were storytellers with a voice for change. Their words made me think and encouraged me to dream. At eight years old, I knew I also wanted to write and tell stories that would encourage people and change the world. It's fascinating how childhood aspirations can pave the way for unexpected yet fulfilling careers. Little did I know that this passion would one day lead me to a successful career in grant writing. Inspired by the works of two literary giants, I found myself drawn to a path of advocacy and change. So, after a successful 25-year career in non-profit Executive leadership, I was given the opportunity to join the Pathways to Growth Team as a grant writer. Pathways has been a leader in the non-profit consulting arena for many years so to be able to work with the best of the best has been a privilege! To me, grant writing is a harmonious blend of science and art, where data-driven methodology meets creative expression to produce persuasive and impactful proposals. Sounds impressive, right? So, what did I learn about grant writing from these two? For that, I will start with good ole Ben.
Momentum and Impact
By Marcia Wynn, PhD April 29, 2024
Securing a grant represents a monumental achievement for any entity or individual striving to confront societal challenges or propel constructive transformations forward. It signifies a crucial step toward making a tangible impact and fostering positive change within communities. While obtaining a grant marks a substantial milestone, the true impact transcends mere acquisition; it hinges on the adept execution of the proposed program or project. Effectively implementing the envisioned initiatives is where the transformative potential of the grant truly manifests. Maximizing the impact of a grant necessitates a meticulous approach, characterized by thorough planning, strategic execution, and continuous evaluation. This comprehensive process ensures that resources are allocated judiciously and utilized optimally, ultimately leading to the attainment of desired outcomes. Below are eight fundamental strategies essential for the effective implementation of programs, designed to unlock the full potential and maximize the impact of grants. These strategies serve as guiding principles, shaping the trajectory of grant-funded initiatives toward meaningful and sustainable outcomes.
Board Giving and Grant Success – A Vital Link
By Jule Colvin July 14, 2021
It is a very competitive grant world out there, so be sure you understand the vital link between board giving and grant success.
Everything Rises and Falls on Leadership
By Jule Colvin May 5, 2021
As the leader of your nonprofit, your leadership abilities are crucial for the welfare of your staff, volunteers, and the community you serve.
Tell Your Nonprofit’s Story by Wagging Your Own Tail
By Carla Wright March 2, 2021
To quote my Aunt Babe (age 93), “It’s a poor dog that won’t wag its own tail.” This gives you permission to share positive observations about yourself.
Efficient Productivity for Grant Seeking – Part II
By Kari Cronbaugh-Auld MSW, GPC February 17, 2021
his article is a continuation of a blog we posted two weeks ago on efficient productivity in grant seeking. Here is a recap of the first five steps: 1) Manage your Energy, Not Your Time, 2) Be Your Own Coach or Find A Trusted Coach, 3) Read About Productivity, 4) Set Goals. Let’s continue with #5…
Efficient Productivity for Grant Seeking – Part 1
By Kari Cronbaugh-Auld MSW, GPC January 29, 2021
Some of us are wired to organize and seek out efficient productivity. Some of us are not, but no judgment here! The good news is that regardless of how easy it is for you to stay organized and have efficient productivity on a daily basis, there are some tried and true steps that will help you stay on track and meet your grant goals.
Lessons in Grant Seeking from a Tricolored Heron
By Jule Colvin January 11, 2021
I did not expect to receive lessons in grant seeking while on holiday break this year with my husband.
Grant Budgets & Cookie Recipes!
By Kari Cronbaugh-Auld MSW, GPC December 30, 2020
Writing the narrative takes the bulk of the time you spend preparing a grant proposal, just like mixing the cookie ingredients. However, grant budgets are just as important; they are like recipes when you are baking.