Start with the basics: everyone needs to know their part. Lay down specific goals and objectives and ensure each team member knows exactly how their work fits into the big picture. When roles are well-defined, and expectations are crystal clear, accountability becomes second nature. No one’s left guessing, and everyone’s marching to the same beat.

Great communication isn’t just about talking; it’s about listening to ensure the right message hits the right ears at the right time. Foster a space where conversations flow freely and ideas are exchanged without fear. It builds trust.

If you want people to take responsibility, give them the reins. Encourage your team members to take ownership of their projects, decisions, and results. Empowerment isn’t just a feel-good term; it’s the engine that drives accountability. When people are trusted to make decisions and control outcomes, they go all-in, owning their successes & their stumbles.

Feedback is the backbone of accountability—think of it as the bassline that keeps everything in rhythm. It needs to be constant, constructive, and on-point. Don’t just praise the hits; point out the flubs too and do it in real-time. Keep it professional, keep it relevant.  It encourages a growth mindset where learning from mistakes is vital.

Accountability starts at the top. Leaders set the tone. Own your decisions, admit your mistakes, and show your team what accountability looks like in action. It’s not about being perfect; it’s about being real and responsible. When leaders live personal accountability, it ripples through the entire organization.

With these five steps on repeat, your organization won’t just talk about accountability—it’ll live and breathe it, anchoring every process and elevating every performance along the way.

In the bustling rapidly changing world of nonprofit organizations, amidst the flurry of initiatives and goals, there exists a guiding light—a beacon that illuminates the path forward. This beacon is known as “Question Zero.”

Question Zero isn’t just any question; it’s the foundational query that precedes all others. It’s the essence of why a nonprofit exists, distilled into a single inquiry: What, exactly, do we want to accomplish and why? It is the guiding principle from which all subsequent inquiries and actions derive their meaning and direction. 

Question Zero represents the genesis of purpose and clarity, akin to the philosophical concept of a priori knowledge—a fundamental truth that precedes empirical observation.  It is absolutely necessary for clarity of purpose and a shared understanding of the mission. In today’s world, it is too easy to lose sight of the bigger picture. Question Zero brings us back to the core purpose, reminding us of exactly what we strive to do and the rationale for it.

Answering Question Zero isn’t just an intellectual exercise—it’s a soul-searching journey that defines the very core of a nonprofit’s being. It’s about articulating purpose, clarifying vision, and reaffirming commitment. Interrogating Question Zero, engages you in a process of intellectual excavation, uncovering the bedrock upon which the organization or project’s objectives and strategies are built. It transcends mere inquiry; it is the catalyst for profound insight and strategic alignment, ensuring that every aspect of the project is purposefully directed toward its ultimate objective.

Returning to Question Zero isn’t a one-time affair; it’s an ongoing practice—a ritual of reflection and realignment. As the landscape shifts and challenges arise, nonprofits must revisit their core purpose to stay true to their mission; projects need to identify their Question Zero too.  

In a world of noise and distractions, Question Zero cuts through the clutter, guiding nonprofits toward clarity, cohesion, and impact. So, let’s embrace the power of this foundational question and let it be our lodestar on the journey toward a brighter, more cohesive, and compassionate world.

*Author’s Note: 

I first learned of Question Zero from Dutch Leonard, Harvard Kennedy School in his class Driving Nonprofit Performance and Innovation.  He gave me the words for a core element of our practice at Onward –helping non-profits to develop clarity, cohesion, and alignment of purpose to realize impact more effectively.  Thanks, Professor Dutch!

Continuous improvement is vital for organizations of every size.  Onward’s P.E.A.K.®  Model is a simplified yet structured version of 6 Sigma DMAIC Methodology that is perfect for non-profits. 

The first stage of the P.E.A.K.®  model is meticulous planning. Organizations need to establish clear objectives, define key performance indicators (KPIs), and outline their implementation strategies. This phase emphasizes the importance of setting measurable goals and creating a coherent roadmap that aligns with the overall mission and vision of the organization.

With the plan in place, the next step is to execute the strategies outlined. Teams must mobilize resources, assign responsibilities, and implement their plan.  Effective communication and collaboration are vital to ensure all stakeholders are in alignment.  Execution emphasizes the need for agility and adaptability as organizations navigate change. 

The analysis phase enables organizations to gain insights into what worked well and what needs refinement. Teams must scrutinize KPIs & gather stakeholder feedback to assess their impact. This analytical process is integral for informed decision-making and lays the groundwork for continuous learning and improvement.

Based on the findings, organizations revise their strategies: Course Correction. Adjustments and refinements are made to optimize results, fostering a culture of agility and responsiveness. 

Onward’s P.E.A.K.®  process offers a simplified yet systematic data-driven framework for continuous improvement.  It promotes a cyclical and iterative approach that enables organizations to learn, adapt, and continuously evolve to better.

An organization aiming to improve to launch a transformative strategic plan, struggled with ineffective meetings. Meetings often lacked a clear purpose, drifted off-topic, and failed to hold participants accountable. This inefficiency not only stalled progress but also left team members frustrated by unproductive discussions that didn’t lead to actionable outcomes. Recognizing the need for a more effective meeting structure, the Client enlisted Onward to help.

Onward approached the problem with a structured process:

• Survey & Feedback: Conducted a management team survey to identify pain points like unclear purposes, poor agenda management, and lack of follow-up.
• Meeting Redesign: Worked with Client to define the purpose of various meetings, resulting in a four-tiered meeting cadence:
  • • Weekly Management Touchbase
    • Monthly Strategic & Decision-Making Meetings
    • Quarterly Strategic Refreshes
    • Annual Strategic Planning Session
• Protocol Implementation: Established standardized agendas, designated leadership, timed discussions, and strict follow-up protocols to ensure accountability and focus.
• Emphasis on Preparation: Introduced pre-meeting preparation requirements to ensure meaningful and productive discussions.

The new meeting cadence transformed the Client’s internal processes. Meetings became more structured and goal-oriented, with clear agendas and leadership keeping discussions aligned with strategic objectives. Improved accountability and preparation led to faster decision-making and reduced redundant discussions. This shift not only enhanced operational efficiency but also boosted team morale and collaboration.

How CASE Mastered Strategic Swagger with Seamless Integration

CASE struggled to operationalize its strategic plan. Workplans were scattered across static formats like Word and Excel, leading to disconnected efforts and outdated information. This lack of integration created silos and caused a significant disconnect between daily activities and strategic goals. Staff became reactive, losing sight of their plans, while managers had no effective way to measure staff effort and impact. The absence of a dynamic platform hindered progress tracking, metric visualization, and organizational accountability.

• Transition to Strategic Execution Software: Onward Consulting led the transition to Cascade’s strategic execution software, creating a centralized platform where staff could create, update, and connect workplans. This integration aligned all efforts with CASE’s strategic objectives.
• Real-Time Reporting and Dashboards: Cascade enabled real-time tracking and data visualization through robust reporting functions and multiple dashboards, linking tasks to department-wide metrics and the organization’s core goals.
• Alignment and Accountability: Cascade’s integration created a seamless connection between workplans and the strategic plan, fostering a culture of accountability with transparent progress tracking and visualization.

Cascade’s implementation transformed CASE’s management and reporting. The organization now operates with a web-enabled platform offering a comprehensive view of all work, filterable by plan, priority, person, and metrics. This transformation has resulted in greater alignment, transparency, and accountability, empowering CASE to operate with strategic precision and agility.

John P. Kotter, in his Harvard Business Review piece, nailed it: “Most U.S. corporations are over-managed and under-led.”  Amplify that challenge for nonprofits, with tight budgets, lean overheads, and relentless change. The daily grind of balancing accountability with accounts payable, budgets with boards, and fundraising with facilities –it often leaves nonprofit leaders stuck managing not leading.

Enter thought partnership—a game-changing, cost-effective solution that bridges the gap from mere survival to thriving innovation. This approach offers a short-term injection of top-tier expertise, providing nonprofits with high-caliber strategic insight without the long-term commitment or cost of hiring full-time talent.

 Maureen Holla, managing partner at Onward Consulting, has witnessed firsthand how thought partnership can transform organizations with minimal investment. “Thought partnership broadens an organization’s intellectual capital,” she says, “helping them ask better questions, sharpen their focus, and move forward faster than they ever imagined.”

But what exactly is Thought Partnership? Unlike conventional consulting, it’s not about managing a project or crunching numbers. It’s about injecting fresh perspectives from diverse industries, challenging existing paradigms, and pushing organizations to think and act in new, innovative ways—all at a fraction of the cost of traditional consulting.

Onward Consulting draws from an expansive repertoire of academic research, case studies, and real-world experiences to tailor their approach for each client. For instance, while collaborating with a justice campaign, they leveraged insights from a seatbelt campaign to illustrate the importance of changing laws and mindsets. The result? A dynamic, collaborative process proving that two (or more) heads are better than one.

To see the impact of thought partnership in action, we spoke with three Onward clients: Marcy Mistrett, CEO of the Campaign for Youth Justice; Kristin Scotchmer, Founder and Executive Director of Mundo Verde Public Charter School; and Holly O’Donnell, Executive Director of America SCORES. 

Marcy Mistrett found herself at the helm of the Campaign for Youth Justice, facing a barrage of pressing decisions. “I was stuck,” she recalls. “I needed a thought partner who could prioritize what was best for the organization—not just navigate office personalities.”

Onward stepped in, facilitating brainstorming sessions that led to strategic board decisions that crystallized CFYJ’s advocacy targets. Mistrett credits Onward’s objectivity and deep listening skills with guiding the board and bolstering her confidence as a new leader.

Kristin Scotchmer knew that Mundo Verde Public Charter School was at a critical juncture. The school needed to pivot in a new direction, but no one internally could take the reins on such an urgent and complex transition. “There was urgency, but no one internally to carry it,” she says. That’s where Maureen Holla a former school superintendent and Onward Consultant came in.

Holla quickly immersed herself in Mundo Verde’s challenges, providing Scotchmer with the external perspective she needed. They worked together in high-energy, focused sessions that cut through the noise and zeroed in on what mattered. Onward helped staff clarify the school’s strategic priorities and redefine the roles and responsibilities of the leadership team.

One of the most significant outcomes of this partnership was the development of a comprehensive strategic plan, crafted with both precision and speed. This plan didn’t just outline what needed to be done—it equipped the leadership team with the confidence and clarity to execute it effectively. 

As a result, Mundo Verde’s leadership team is now aligned and more equipped than ever to steer the school in the right direction. “Thanks to Onward, our senior leadership team’s roles and responsibilities are much clearer, and we know what is strategically important for the coming year,” Scotchmer concludes. “We can look to the future with greater confidence.”

Holly O’Donnell knew her nonprofit, which serves 8,000 urban youth through after-school programs, needed a strategic boost. “There’s always more to do than there is time or resources for,” she admits. Enter Onward, who dove deep into America SCORES’ business model and strategic plans. Through intense Q&A sessions that reviewed data and challenged assumptions O’Donnell was able to crystallize her vision.

The outcome was a succinct, visually engaging PowerPoint deck that mapped out the past, present, and future of America SCORES—backed by data, case studies, and best practices. This clarity empowered O’Donnell to make critical decisions that would propel the organization forward.

In a competitive nonprofit landscape, Thought Partnership isn’t just a luxury—it’s a cost-effective necessity. It offers a strategic advantage by expanding leadership bandwidth, fostering innovation, and ensuring that organizations aren’t just managing, but leading with purpose.

For those ready to transform their nonprofits without breaking the bank, Maureen Holla at Onward Consulting is your go-to. Reach out at mholla@onwardconsulting.com, and start your journey from possibility to progress.

Mikva Challenge DC’s mission is to empower youth to become active participants in democracy and civic life –and they had growth plans.  Before going public, they wanted a critical review. Onward was tapped to provide 20-hours of executive-level expertise and a fresh perspective. Leveraging expertise in strategy, growth, and program operations, Onward set out to assess and improve Mikva DC’s growth plan.

Onward’s approach was all about depth and precision:

• • Conducting a rigorous critique of the existing growth plan.
  • Identifying and addressing gaps.
  • Enhancing content flow and coherence.
  • Drafting key sections to strengthen the overall strategy.

A dynamic, strategic growth plan that positions them for greater success and influence. Onward helped Mikva DC:

• • Improve the structure and organization of their Growth plan.
  • Develop compelling content to engage and attract external audiences.

The Treatment Advocacy Center (TAC) sought to refine its strategic direction and operational clarity. Onward Consultants conducted over 30 in-depth interviews with diverse stakeholders, internal and external to TAC, to gain insights into its mission, strengths, and areas for improvement.

Onward Consultants developed tailored interview questions for six different stakeholder groups, exploring TAC’s value proposition, impact, strengths, and challenges. By focusing on key thematic areas such as TAC’s focus on serious mental illness (SMI) and legislative advocacy, Onward provided a thorough understanding of TAC’s role in the field along with its challenges and opportunities.  Onward then facilitated board discussion and decisions on TAC’s strategic goals.

 Insights gathered from the interviews informed Onward’s strategic recommendations around comparative advantage, growth, and effectiveness.  By aligning TAC’s initiatives with stakeholder priorities, Onward Consultants help position TAC for sustained growth and impact advocating for individuals with serious mental illness.

At Onward, we specialize in engaging nonprofit boards in comprehensive strategic processes to clarify strategic direction. Our facilitation process involves guiding boards through high-level discussions and helping them to ask and answer critical questions that shape their organization’s vision, mission, and values. Onward uses creative tactics to equalize power dynamics and foster inclusive dialogue. With insightful discussion and strategic thinking, we help boards develop strategic goals, enhance governance, and drive impactful decisions.

FSJP was a small operation with only one staff member, a young attorney committed to training employers, representing workers, and advocating for workers’ rights.  Recognizing the need for strategic guidance, FSJP engaged Onward, a firm specializing in strategic coaching for small nonprofits.

Onward’s approach involved a series of one-on-one and written exchanges that promoted cooperative dialogue to stimulate critical ideas and illuminate ideas.  Together we clarified the “Constitutional Elements”: distilling the problem, identifying the target audience, and revising the mission statement & strategic goals. Onward guided FSJP in creating its first logic model, a critical tool for visualizing and planning its impact.

This structured approach paid early dividends as it secured FSJP’s first investment from the Meyer Foundation, catalyzing their growth from a one-person operation to a team of seven full-time staff, with two more hires on the horizon.

Uncovering Purpose: How Strategic Facilitation Guided CFYJ to Define Its Legacy and Future Impact

Campaign for Youth Justice (CFYJ) turned to Onward for external facilitation to streamline its organizational methods and metrics, seeking to clarify its strategic direction. Initially engaged for logic model training, Onward’s involvement expanded into a pivotal two-day staff retreat. Amidst intensive discussions, a profound revelation surfaced: CFYJ faced a fundamental existential question—was it merely a time-bound campaign or an evolving organization with lasting impact potential?

Recognizing the gravity of this inquiry, Onward orchestrated an inclusive board retreat to delve deeper into CFYJ’s identity dilemma. Building on insights from the staff retreat, Onward guided board members through a structured exploration of strategic options. Employing a mix of facilitation techniques, including open dialogue, equitable participation frameworks, and individual reflection Onward fostered an environment where each board member’s voice was heard and valued.

Through this rigorous facilitation process, CFYJ’s board arrived at a pivotal decision: to maintain CFYJ as a campaign with clearly defined impact goals and a sunset plan. This decision not only solidified CFYJ’s strategic direction but also set the stage for the organization’s final strategic plan. It was a moment of clarity and alignment, where CFYJ’s mission and objectives were honed with precision, paving the way for focused advocacy and sustainable impact in the realm of youth justice.

This case study underscores the transformative power of facilitation in uncovering and resolving organizational dilemmas, to guide nonprofits like CFYJ towards strategic clarity and purposeful action.

Friends of Guest House faced a critical challenge: their lead fundraiser had departed, leaving a significant gap in leadership. With donors and deadlines looming, the organization needed immediate, expert support to keep fundraising efforts on track and ensure their organization didn’t lose ground.

Renee Smith, Onward’s leading fundraising consultant, stepped in as Interim Development Director to provide steady leadership and tackle the challenges head-on. Focused on action and results, Renee delivered:

• Strategic Fundraising: Wrote and delivered grants, answered donor correspondence, developed talking points for the Executive Director, and coordinated the annual giving appeal to keep fundraising on track.
• Donor Engagement Strategy: Researched and created talking points for donor meetings, developed a donor relationship calendar, and delivered evergreen materials such as grant proposals and case statements to strengthen donor engagement.
• Troubleshooting and Guidance: Designed a capital campaign strategy, navigated development obstacles with clarity, and supported the onboarding and coaching of new development staff to build long-term capacity.

Onward ensured Friends of Guest House maintained their fundraising momentum during a critical transition. Beyond bridging the gap, the organization emerged stronger with a strategic fundraising plan, tailored donor engagement tools, and a confident team equipped to lead future fundraising efforts.

When your nonprofit is ready to scale but lacks the infrastructure to fund its vision, you need more than advice—you need action. The Salus Center, a community hub for 2SLGBTQIA+ individuals in Lansing, faced this exact challenge. Lacking a development department, they partnered with Onward to build a sustainable fundraising operation from scratch.

The Salus Center knew it needed a development department to secure reliable funding. The problem? They didn’t have the tools, systems, or expertise to create one. Without a donor database, structured materials, or a clear strategy, the organization struggled to engage donors.

Renee Smith, Onward’s nonprofit fundraising expert, stepped in to transform their vision into reality. Renee didn’t just advise—she built the department step by step:

• Donor CRM Setup: Identified, implemented, and trained the team on a donor management platform to streamline tracking and communication.
• Fundraising Materials: Created evergreen tools like grant proposals and case statements to communicate the mission effectively.
• Strategic Planning: Set clear fundraising goals tied to measurable outcomes, aligned with organizational priorities.
• Team Training: Provided hands-on training, practical templates, and guides so the staff could confidently maintain operations.
• Onboarding Support: Recruited and coached new fundraising staff to sustain and grow the department.

In a few months, the Salus Center had a fully functional development department. With a donor CRM in place, polished materials, and a clear strategy, the team operates with confidence and clarity. No longer just maintaining funding, they’re now positioned to grow it.