Episodit
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As we approach the end of the year, I’m taking a moment to reflect on the incredible journey of leadership that 2024 has been. The thing about leadership is that no two years are alike — each year brings its own unique challenges and valuable lessons. And 2024 was no exception.
In this final episode of the year, I'm excited to share lessons 6 through 10 of my Top 10 Leadership Lessons for 2024. Whether you’ve been on this journey with me throughout the year or you’re just tuning in, these insights will serve as a powerful reminder of the growth, adaptability, and resilience that leadership demands.
Tune in for a thoughtful reflection on the lessons that have shaped my leadership journey this year, and let’s continue to grow and lead with intention into 2025.
Happy listening!
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In this powerful episode, leadership expert Kim Williams shares her top 5 leadership lessons to help you navigate the challenges and opportunities of 2024. These lessons are designed to foster growth, clarity, and authenticity—empowering leaders to thrive both personally and professionally in the year ahead.
Whether you’re in a leadership role or aspiring to be, Kim’s insights are filled with practical advice for leading with integrity, self-awareness, and a deeper connection to your team.
Tune in to this episode for a refreshing perspective on leadership that balances ambition with self-care and wisdom!
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Puuttuva jakso?
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If you are visionary social impact leader who is committed to making a real and significant change in your community, now is NOT the time to faint. I know you may be tired, discouraged, and may even a little afraid of what the future holds. I know you want a break from the relentless and continuous fight for change. I get that. Believe me, I feel that. It’s okay. Take a break my friend. But, whatever you do, don’t quit. Now is not the time.
We often talk about the burden of leadership, but today, I want to remind you of the blessing of leadership. I want to remind you of the power you hold and I want to encourage you to take the next few weeks prepare to make the post of it. Let’s talk Life & Leadership!
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Ask any leader, and they'll tell you: managing people is one of the toughest parts of leadership. And it’s only getting harder. Recruiting and retaining great team members is a growing challenge. In fact, according to the National Nonprofit HR survey, nonprofit turnover is averaging between 20-25% annually, and development professionals, on average, stay in their roles for just 18 months. So, how can we as leaders create a stable, thriving culture when the workforce is so unpredictable? It’s stressful, but don’t worry—there are strategies that can help you navigate these challenges. Join me as we discuss turnover. Let’s talk life and leadership!
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The thing about leadership is that we are expected to lead regardless of what we are experiencing. We have to lead on good days and lead on bad days. I had to lead during times of family crisis. I had to lead during times of personal illness. I had to lead while my mom was dying and lead during my grief. We have to lead when we are optimistic and lead when we are in despair. In fact, many of you are smiling on the outside during your board meetings, media interviews, and donor meetings while battling the burnout and even depression. Well, today I want to provide a safe space for you. I want to share a few of my stories about leading through doubt and despair and the life lessons that got me to the other side. Let’s talk Life & Leadership!
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Change is on the horizon for social impact organizations and change is always challenging for leaders.
But here is the good news: We’ve been here before and not too long ago. Just five years ago, we lead through a once in 100 years worldwide pandemic. If we spend a little time reflecting on that and other challenging times, we can develop an agile game plan for moving forward. This episode explores how to lead through uncertainty.
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One of the most difficult things about being a leader is sharing bad news. It is stressful and frankly, it sucks. However, it is a part of the job, and it requires sensitivity and strategy. In the last podcast, we talked about how to deal with significant funding loss strategically. In this episode, we will talk about how to deal with it publicly.
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After over 25 years in the nonprofit industry, I’ve experienced sudden funding loss several times throughout my career and as a consultant I’ve helped dozens of clients navigate it as well.
As a consultant, far too many organizations, contact me when it’s nearly too late to reverse the course. Far too few have contingency plans in place for sudden funding loss. It is my hope that this episode will help you to either quickly minimize the impact of sudden funding loss or create a contingency plan to do so when and if it happens to you.
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It's been a while since my last episode. Why the absence? Well, life took a turn. Listen to this mini-episode to hear my brief explanation and receive a little encouragement in the process. With that being said, I am taking a break and I will be back with new content and new podcasts on April 2nd.
- Kim
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Leadership draws criticism, most of which comes from people who have never led. They don’t see what you see from the leader’s vantage point, nor do they understand the pressures you face. They don’t know that every “yes” means saying “no” to something else. They don’t know that you were up when they were sleep and that you were working when they were resting. They don’t accept that leaders are people with feelings, faults, bad days, and breakdowns. When we express the discomfort of leadership, they are quick to say, “To whom much is given much is required.” But, unless they’ve paid the cost of being the boss themselves, that truth feels like criticism when what we need is compassion. As a leader, I get it and, in this episode, we are going to talk about it.
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Today, we are going to talk about one of the most difficult yet common questions that every leader faces, “To fire or not to fire.” No matter how many questions you ask in an interview, no matter how great a candidate’s references are, and no matter how much you thought you knew about the candidate before you hired them, employees will surprise you. Whether it is the inability to get to work on time, excessive absences, poor work quality, or the inability to get along with coworkers, issues will arise that have you asking, “Should I let them go or keep trying to work with them?”
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After over 25 years in leadership, I know that growth, without the infrastructure, systems, and culture to support it, will ultimately lead to disaster. So, how do you know when to expand and when not to expand? In today's episode, we will discuss five questions that Kim ask herself and her clients before considering expansion. Let’s talk about it.
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Everyone wants to lead . . . until they have to lead. Leadership is not for the faint of heart. There is a critic and counterpoint for every choice that you make. There is an opposing opinion for decision. There are risks associated with every strategy and new stressors that come with every success. Sure, perks, privileges, and good pay that come with promotion. But, every leaderswho has sat in the C-suite will tell you that benefits of leadership will not always outweigh its burdens. In good times, it will balance them out.
Now, when you say these things to an aspiring leader, the first thing they tend think that you are hating on them or that you don’t want to see them succeed. And, that could be the case for some people. But, most leaders tell you about the challenges of leadership because they are trying to keep you from making the same mistakes that we have made – the mistake of assuming that it won’t be that hard. In today's epsiode, we will explore five questions to ask before stepping into the C-Suite.
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Happy New Year everyone! I am so excited to be back in my office recording podcasts. I can’t believe that this is my 23 episodes. I have really enjoyed sharing my leadership journey with you and I’ve been so appreciative of your support and feedback. I am honored that you would listen and join me for discussions on life and leadership.
Your questions have inspired the theme for January’s episodes which is Crucial Questions. That’s right, I am dedicating this month’s podcasts to answering the four most common questions, asked by other leaders and if you have a question that you want me to answer on this podcast, visit my Instagram page, @leadwithkim, and send me a DM.
So, let’s get started with this month’s crucial question. It is one that many leaders are asking at the start of the New Year, "To Stay or Not to Stay."
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Have you ever pondered why things have been feeling off at the office? Have you felt like things were out of rhythm and you didn’t feel that your team was productive as it could or should be? Have wondered what the problem is? Asked others and asked yourself, only to realize that the problem is you. Let's talk about it.
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Contrary to popular employee belief, most leaders are not sitting in their offices dreaming of ways to make your life difficult. We don’t prefer to do things the long way. We don’t enjoy the time we spend writing policy, creating guidelines, or giving instructions and we certainly get no thrill out of disciplinary conversations. We just want to get things done as quickly, efficiently, and effectively as possible in a manner that aligns with our mission and mitigates risks. As nonprofit leaders, we do what we do because we want to make a difference. We advocate for clients in spacing that aren’t always the most welcoming for us. We ask for support to serve our clients and pay our employees. We look for partnerships, processes, and platforms that will make all of these easier for everyone.
But, we are also human. We get tired, frustrated, and discouraged. We can’t always ensure that our emotions won’t influence perspective, choices, or words . . . or at least I can’t. It’s a fact of life. However, there is a difference between being ruled by your emotions and occasionally effected by them. There’s a difference between being justifiably frustrated by poor performance and just being a jerk. But, the most poor-performing employees will assume you are the latter, regardless of how inconsistent the behavior is when compared how you’ve engaged them in the past or when you were not under so much professional or personal stress.
So, how do you know which is which – whether you are justifiably frustrated or being a jerk? And, how do you maintain composure in either instance. Let’s talk about it.
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It is the responsibility of the nonprofit organization or social enterprise to provides a path to the fulfillment of its mission in a manner that is appealing to the client, aligned with their goals for themselves, and accountability-driven to help increase the likelihood of reaching the goals. So, where do you begin? Let's talk about it in today's episode.
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Last week, Kim shared the story of how Interfaith Family Services narrowed our target demographic from homeless families to working class single moms who are experiencing homelessness. Then, she provided tips for how you can define and refine your target demographic. This week, Kim talks about understanding the needs and nuances of your target demographic in order to create an organizational methodology or logic model to address those needs.
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“You’re doing too much.” That’s one of the most common discoveries of the agency analysis that I provide for nonprofits. Far too many, well-meaning organizations are spreading their staff and budgets too thin by attempting to have a Cheese-Cake Factory like menu of services that offer a lot of variety but very little impact.
In this episode, Kim shares the danger of not refining your target audience. she also provide strategies for doing so.
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Anyone who says that a nonprofit CEO or a CEO of any kind for that matter should have an “open door policy” has never been a CEO. You can be accessible without an open door but, it’s hard to be productive with one. In this episode, Kim Williams shares how.
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