Well, hey there and welcome to the Volunteer Nation podcast. I’m your host, Tobi Johnson. And I am here to talk today about celebrating our wins, celebrating our wins. I wanna start with a question. Do you celebrate your successes large and small on a regular basis? Do you make it part of your day every day?
You know, I talk to people, especially those in our membership community. And we find that most people don’t, and I’m one of those I rarely celebrate. I tend to minimize or negate my wins and quickly move on to the next thing, because I’ve got a busy schedule, I’ve got things to do. This also sometimes comes into play when people compliment us.
We don’t wanna appear braggy or boastful. So we just don’t toot our horns and don’t really, kind of brush off compliments. But in doing so, we don’t really live our best lives. We’re not the best versions of ourselves in a lot of ways, because we don’t reinforce our confidence that we can take risks, fail, succeed, and survive.
So, you know, life isn’t that easy right now for a lot of us. And we’ve got to stop and take a few moments to celebrate everything that we’re doing, whether it’s a small win that seems maybe inconsequential to other people or something. That’s a big success that everybody notices we’ve got to celebrate it all.
So I have this tendency of keep moving, figure out those tasks, get ’em done. Keep moving. That kind of thing, but I’m making a move to change that point of view. I’m taking a online course on the, in the Mindfulness app called “Rewire Your Brain.” And it is all about addressing your negativity bias. Every human brain focuses more on negativity.
We have a bias towards seeing the negative rather than the positive, rather than taking in the good. And so I’m working through this course in this app to start to rewire my brain and reprogramming it. Did you know that only really a third of our brain is something that can’t be changed. Two thirds of our brain, the way our brains function, we can actually change its programming in the way it functions. That really blew my mind.
So in order to do this, though, you have to make it a practice. And in my case, I’m making it a practice to take in the good, which means noticing and feeling the joyful, happy, and satisfying things that happen in my life every day. Gratitude is part of it, but it’s more about taking 10 to 20 seconds, every time some joy comes my way and feeling it, taking a moment to feel it seep in that way.
You can rewire your neural pathways and your habits of mind, if you happen to be thinking in a negative way about things in that spirit. In this episode, I’m sharing some of my most cherished nonprofit leadership and management victories, both small and large throughout my career. My marketing manager, Jamie who posts and manages this podcast, shout out to you Jamie. She’s probably seeing this in the transcript, you’re awesome. Just know that.
So I just wanna say hi to Jamie. So she suggested that I talk about my biggest successes. A few months ago, we talked about my biggest mistakes. I presented some of my biggest mistakes on episode. 17, my “Top 12 Nonprofit Leadership Tips Learned the Hard Way.”
And if you wanna check that out, you can check it out in your podcast app or find the link to that in the show notes. But she said, she suggested, Hey, why don’t you also consider an episode on the things you’re most proud of within the theme of celebrating wins? And I thought, you know what? That’s a great idea, Jamie.
I think I’m gonna do that. So that’s what this episode is all about. But before we get started, I also wanna mention that our Volunteer Management Fundamental Certificate course is coming up soon. We’re just about to finish our summer cohort and the fall session is going to start in late October. And the reason I mention that is if you are someone who’s thinking about improving your volunteer strategy and maybe enjoying more wins in your volunteer involvement, it’s a great place to start.
You know, working harder isn’t gonna get you there faster. It’s been a difficult couple years. People are struggling to get back up to the normal capacity levels of volunteer engagement they were experiencing before the pandemic. And sometimes we have to work in a different way in order to get different results. So that’s what this course is all about.
It’s a five-week cohort based course where you go through self-directed lessons and then every week I join you on Fridays for a live coaching call where you can ask me anything and we have great group conversations, great discussions, and you can get direct feedback on how, what I’m teaching is applying to your organization directly.
And the coolest thing about the course, I think one of the coolest things is that you get lifetime access to it. So you can log in and learn over and over and over again, review things, go back to things. And it’s built on our Success Path Strategy for volunteer engagement. It’s based on years and years and years of my work in the field, working as a nonprofit manager, director, volunteer coordinator, et cetera. So it’s great.
So if you are looking to make a bigger impact and enjoy more success, I hope you’ll check out the course, jump on our wait list at Volpro.net/begin. And we’ll be sure to send you an email that lets you know when the doors are open and you can learn a lot more about the course there as well.
All right. So I just wanted to let you know about that because it’s coming up and I don’t want you to miss out if you’re interested, but let’s jump into my top six nonprofit leadership and management wins. So exciting!
So my first nonprofit leadership and management win is watching lives change one at a time. If you’ve ever worked in direct service. Or even seeing some of your volunteers change. It is one of the most rewarding things about working in our field. You know, I worked in nonprofits and government programs and grassroots campaigns, my entire career. I never went into the corporate world because I simply couldn’t bear to leave the world of helping others in a deep way that we find in our nonprofit space.
And so one of the reasons that kept me going was that I was experiencing times where I could watch people go through personal transformations and there’s nothing more inspiring than that. And so in one of my successes, I was running what was called at the time, the youth opportunity program for the YWCA of , Seattle and King County.
And, you know, one of the challenges we have, it’s sort of in the theme of celebrating the win. One of the challenges we have is to really feel our missions. You know, sometimes we are in our day-to-day work and we’re just used to, and kind of lose sight of the tremendous miracles that are happening around us.
And so in this case, you know, the challenge for me as a director, I was, I built the program from scratch. I hired all the staff. I found the sites, I built the program, we got the kids enrolled and we started working. It was a lot of work. And so it was easy for me to lose sight of the individual lives that were being changed because I had so much other stuff on my mind.
And I was in a leadership position. So I wasn’t really working with youth on a daily basis. Although I saw a lot of the youth and I knew them cuz they came in our youth center and we had a young man who was working in our front desk part-time and when he started working with us, he came to us with a gunshot wound in his leg and he was recovering.
So he was able to come to work and he started to transform just based. Now this was an employment and training program. So it was all about, you know, how are you gonna get prepared for the work world? And we took young people at face value, whatever they just said they wanted to do with their lives. We would try to help them understand what it would take to be successful with whatever career or aspiration they had in the work world.
And so every youth was treated with respect, understanding, and faith in each person’s potential. We had a, we put a lot of what I’ve learned from years of working in youth services. That that is one of the most powerful things you can offer a young person is faith in their potential. It’s very, very powerful.
Not everybody believes in young people, but I do. So one morning, he came up to my office. I, my office was sort of on the second level and I had a window out into the, I was open to the loft out into the general area and he worked at the front desk downstairs and he came in and knocked on my door and said, can I talk to you?
I said, sure, come on in. And I had a jar of candy, so the kids would drop by and we would have a lot of conversations sometimes in my office because they come by and get candy. And he said, well, I may or may not be here tomorrow. and I said, okay, what’s up? And he said, I’m going to court and I’m not sure what the sentencing’s going to be at court.
And I may go straight to jail or I may be out. I’m not sure. And I wanted to let you know that ahead of time. And I said, okay. And I was so impressed that he was, had it together, you know, had come up acted professionally, let me know, was calm about it. Didn’t create a lot of drama. And because of that and because he had been such a consistent hardworking guy, who’d come in every morning and helped out when he was supposed to be there.
Didn’t miss days of work was very consistent and committed to his work and learning about, you know, the future of work for himself that I asked him if I could write a recommendation letter. I said, can I write a letter to the judge that your lawyer or your attorney can give to the judge as part of the evidence that you have turned the corner?
And he said, sure, that would be great. And so I sat there very quickly, typed out a letter and gave it to him and then just crossed my fingers. Well, the next morning he showed up back to work. So I’m sure it wasn’t only the letter that helped I’m sure it was a lot of great legal work, but also the work that he had put in.
And so that was a transformation of a life in front of my very eyes because that young person made a difference, made a change, made a decision to change the course of his life to change. He was gonna be accountable. He wasn’t gonna go on the run. He wasn’t gonna not show up. He was gonna be accountable to what had happened.
But he was also going to make a case for himself and he did very well. So for me, that was just the reason why our, our program existed was to help kids turn the corner. So I really enjoyed that as thinking about my nonprofit leadership and management win number one, because it, it stays in my mind. It sticks in my mind that, you know, that’s why I do the work I do.
And you probably, if you’ve worked any period of time in nonprofit, it may be something that happened with a volunteer or someone who is in one of your programs. Someone you work with, lives have changed every day. And we have to remember that. And you know, when we’re out there asking people to contribute their time and talent, we need to remember that they’re coming to help make miracles happen.
Sometimes we don’t present it that way, but it’s actually what’s happening. So it’s a great leadership and management win. I wanted to share with you. So let’s talk about number two, my number two, nonprofit leadership ma and management win building programs that lived long after I left long after I left.
This is pretty satisfying for me. There’s a few programs I built from the ground up. There was nothing there. I was given a mandate. I was given some funding and I went to town. Youth opportunity was one in Seattle. I also built a program for homeless youth in San Francisco at an organization that is still around called Larkin Street Youth Services.
It’s a very well respected, multilayer, wraparound services organization for kids on the street. And at the time they hired me to develop an employment and training program and an education component beyond simply they had a small drop-in classroom for kids under age 18, but they wanted something for young adults, youth, and young adults.
And so I joined, but before I was hired in the interview process, I got so excited about the possibility of being able to build a program like this, that during my interview process, I submitted a program design to the executive director who was interviewing me. I said, look, if you hire me, this is the program that I would build.
And I got the job, which was great. So the, the challenge at the time was to build a multifaceted employment and education program to help homeless youth and young adults transition off the street and into good jobs. Now, this never happens without good case management, good transitional living, et cetera.
And so our services were in addition to all of the case management and transitional living possibilities that youth and young adults could get involved in. So it was really part of a greater system of service for these young people. The program I built at the time included temporary employment like day labor.
It included employment, development classes. So, employment readiness courses, our job readiness course, we had GED prep. We helped youth get into city college. So we prepared youth for community college. We had a mentor program where we matched mentors with our youth. We felt like, you know, they needed people from the community to talk with them about the work world as well.
We set up informational interviews for all of our youth. We networked heavily with employers throughout the area, throughout San Francisco in particular to help youth find jobs. So it was a pretty comprehensive program and we did it all with about four staff. So we were very lean, but we got a lot done.
And youth could choose which way and depending on what type of services they were getting, they could choose their own journey. So it was really great for people. They wanted to start with day labor and even our youth who were not yet in transitional housing could get involved with our day labor program.
So it was a really interesting multi-component program. And for a long time, it was called Higher Up. And for a long time after I left the organization and just yesterday, I went on their website to see if it was still in business and it’s still in business. They don’t call it Higher Up anymore, but they have expanded the program.
They have have continued to have the core components and they’ve expanded. So it’s fantastic. And they’re moving with the times. So, you know, there’s a lot of satisfaction when you put together and, you know, take time and energy to put together a program that you really think is going to work.
And, you know, 15, 20 years later, it’s still there. That’s pretty awesome. So I’m gonna say that’s my nonprofit leadership and management win number two. Let’s go on to number three, my nonprofit leadership and management win. Number three is learning to be a better ally. Now this isn’t something that I necessarily talk about, shout from the rooftops, because it was a really difficult and uncomfortable situation.
I was in as a leader. You know, this was when I was consulting early in my consulting practice, I was working with a client and the challenge was that I realized that I was not living up to their standards. That’s pretty rough to hear. Here’s the story though, in deeper detail.
I had a Black client give me feedback about not being heard. So I usually was on the phone because they were in another state. I was on the phone with an African American client and her cohort or her colleague who was at a different level. She was with director level through the person was at a program manager level. So one level down who was. And at some point I was on the phone with her, just she and I, and she said to me, look, I wanna talk to you about something that’s bothering me.
And I said, great. Tell me, let me know. I wanna know. And she said, I feel like you are cutting me off and you are prioritizing the comments of my colleague. And of course the colleague’s white, she’s black. So this is an issue about diversity, equity and inclusion. And in particular, someone felt like there was microaggressions being perpetrated by me.
And of course, you know, I’ve done a lot of work on race throughout my life. And I was like, wait a minute. What? I didn’t know this. And so I leaned in and I said, tell me more. I want to know more. And I wanna make a change because I don’t want you to feel like this. This is not okay. And so we had a great conversation.
And I said, okay, I’m committed to being very careful about this, making sure that I’m not doing this. It is not an intended thing, but it must be some type of bias or, you know, implicit bias in me that I’m, you know, not consciously doing this, but that I am doing this.
And I totally believe you when you say you feel like you’re being cut off. I’m gonna pay attention to this. Now I also know that I’m a pretty hard-charging person and I can cut a lot of people off. Like, you know, excited about something. And so that might have been some of it, but, you know, I have to trust people when they tell me they feel, especially people of color, when they feel like they are being not being treated properly.
And so, you know, Hey, you know, hundreds of years of oppression, I need to make sure I do my part as an ally. And so after a couple weeks I circled back because I said my intention is to make change, and then I’ll circle back and double check with you to make sure that the changes happen in a way that you feel comfortable with.
And I did. And she said, yeah, I think, I think things are better. I said, fantastic. And I just wanna tell you how much I appreciate that you had the courage to tell me this, because I know it’s not easy to bring up. And the next time we saw each other, we saw each other in person. I don’t think it was the next call, but a little bit later in the year, we saw each other in person at a conference and we had the opportunity to have a very long conversation about discrimination and race.
And she worked in a government agency in even issues within her agency, but in society as a whole. And I talked about sort of the things, you know, things I had done to develop my understanding, et cetera, and the things I was still seeing and that bothered me. So we had a really great conversation. And after all of this, we became pretty good friends.
I ended up working for that organization for six years with various different consulting projects. We became closer and closer, and we were able to talk to each other just about anything. And I treasured that relationship deeply because it really was something that was remarkable, because it doesn’t happen very often that you’re given the gift as a person in power who has a certain level of power in society, as a white person as an educated white woman to be given this gift to be able to learn and grow.
So I was really appreciative. So I feel like for me, that was a nonprofit leadership and management win to be able to learn how to be a better ally. It’s such a gift, such a gift. So if anybody ever gives you that gift, embrace it with your whole heart.
Okay. Those are three. I have three more to share, but we’re gonna take a quick break and right after the break, I’ll talk about three more of my favorite nonprofit leadership and management wins over the year. So stick with me and I’ve got a few more celebrations. So thanks for sharing.
It’s a little bit strange to share my wins. I have to say, but I’m leaning into this idea of celebrating more. Patting yourself on the back and I’m trying to model the way so stick with me and we’ll see you right back after the break.
Okay. We’re back with a discussion about my favorite nonprofit leadership and management tips that I learned over three decades of working in nonprofits. And as an entrepreneur, I can’t believe it’s been that long, but it really has.
So, again, I’m a little bit uncomfortable talking about my wins, but I’m trying to model the way, because I think in the field of volunteer engagement, we need to do more of this. We need to talk about the wins that we are achieving.
Your work is so complicated. It’s so complex. It’s so multifaceted. People have no idea how hard it is to engage people from the community in doing work they don’t get paid for. And that sometimes isn’t, really doesn’t really have a lot of, you know, perks.
So we wanna make sure that everybody understands how important your work is, but also you wanna celebrate the work of your volunteers. So I’m leading the way here and I’m gonna talk about three more nonprofit leadership and management wins that I’ve experienced over my career.
And this one, number four is about building a coalition for mutual benefit. So let me tell you the story on this one. So back in the, I can’t even remember the year, cuz I’m horrible with years, but this was probably, I would say 10, 15 years ago, those of you who are in the seniors, senior network are gonna like post somewhere in our social or in our comments. It was this year when Medicare Part D started.
So back in the day, Medicare Part D the prescription drug benefit for Medicare came online. And at the time, of course, millions of Medicare beneficiaries around the country – this was in the US, so I’m talking about working in the US – needed to make a decision about what they call their Medicare Part D prescription drug coverage.
Everybody had to choose a plan. So it was a massive effort to reach all these Medicare beneficiaries. At the time I was working in a program where I was the director of a program called the Sheba Helpline at the insurance commissioner’s office in Washington. And my, we had a network of volunteers and local organizations and staff and everybody who was helping Medicare beneficiaries and other healthcare or other people who were interested in health insurance navigate.
So this was before there were actual healthcare navigators. We were kind of the first healthcare navigators. And so our volunteers were very highly trained in helping people. Pick through what are all the different options, whether it’s Medicare, Medicaid, private insurance, you name it, long-term care. We did it all.
So for Medicare Part D, the rollout was just massive. And, you know, we couldn’t just like triple our volunteer core overnight. Now we did do a lot of outreach and recruitment to build the volunteer core across the state with our partners, but it really needed everybody all hands on deck.
And many organizations throughout our network and in other organizations outside our network, weren’t necessarily always working in a collaborative way. There was a fair amount of turf battles. There was fair. You know, people were considering each other, quote, unquote competitors for different types of services. And so I needed to bring everybody together to work in collaboration.
And so I leveraged our position at the office of the insurance commissioner, because we were a very large state agency. Actually small state agency, but still working with the state, gave us a certain amount of kudos or power. And sometimes you have to leverage the power you have in order to bring people to the table.
I also leveraged my relationship with the centers for Medicare and Medicaid services, which were, was the regional office. And we brought them together and we leveraged our relationship with them, who they provided us little funding, but also I had a really close relationship with our compatriot there.
Very, we are very good friends. And so I said, you know what? Let’s pull together a coalition for King County, which was where Seattle is located. And so we pulled everybody together and decided to make sure that everybody in the community was able to get access, to help and to make a decision.
We had to put together many, many, many live events to help people make enrollment choices. We had to figure out and divvy up who was gonna manage which zip codes, which areas of town, which regions in the county. We had to come up with a strategic plan.
So I pulled everybody together and we had a big strategic planning session. And then we had regular meetings to keep each other up to date. You know, we probably had about 20 partners altogether. We met regularly. We updated each other on progress and on information and resources. And it really was a huge collaborative effort.
So I feel like this coalition we built was very successful in that we helped, you know, thousands of people find the right Medicare Part D plans. And so for me, that was a fantastic leadership and management win, just building a coalition for mutual benefit.
It’s not always easy in our sector to work collaboratively. Not all organizations see us as collaborators, but I believe that collaboration is the new competition that in today’s world, you actually can’t get, do anything really, really substantial without partners working with you.
So I felt like that was a key learning for me and also a success. Okay, let’s move on to my fifth nonprofit leadership and management win my business round table. I was working with Job Corps, and I think this was really what really taught me that with the right structure, a solid plan collaborations can really work together in harmony.
And that was before I created the Medicare Part D coalition. So I was working in Job Corps, which is a national. If you’re not familiar, it’s a national employment and training program that’s supported and sponsored by the Department of Labor. So it’s a government program, and it helps prepare young people for jobs, and most people work or commute to residential job course centers where they get training and education, et cetera.
And we really needed to build a network of partners throughout our region. I was working in California. I was working in a four-state region: California, Nevada, Arizona, and Hawaii. And we really wanted to make sure that the employers in all four states really understood the program. We’re willing to invest in the young people that were graduating and were able to hire people for good jobs.
And so we wanted to make sure, first of all, that they knew about Job Corps, but also that they could advise us on the ways that we could better prepare youth for employment in the current climate. And, you know, things evolve and sometimes employment and training programs don’t in their curriculum. So we wanted to get that feedback.
So I built a regional communications committee first to help me because there was only one of me. I was the regional marketing and communications director. So my job was to get the word out about Job Corps to employers, to potential youth, to community partners, et cetera. And I knew there was only one of me, but there were four states that I had to cover.
And so I created a communications committee with representatives from all the Job Corps centers throughout the states that we worked in. And we came up with a series of strategies to raise awareness. And one of them was the business round table. And we brought in employers from the four state region for quarterly meetings, for four quarterly meetings.
We met, we got feedback. We facilitated conversation. And what we found was they began hiring youth. They brought in other employers, they made recommendations on curriculum. Everything we had hoped for happened. And one of the members even taught me how to, and the team, we did this during one of our sessions, how to conduct a root cause analysis using affinity diagramming.
And if you’re a VolunteerPro member, I actually talked about this and taught on it last week in our workshop, in our monthly workshop. And he led us through a process. So through this process, it really was a give and take. The volunteer business owners that we invited gave us all kinds of knowledge and ways to grow and help evolve both our own leadership practices, but also those of the organization.
But we also benefited from the employment they offered youth, and I think they benefited from meeting one another, networking, et cetera. So it really was mutually beneficial for everyone. You know, the lesson I learned was that the more relationships you build with stakeholders, the more you can extend your impact, that, you know, if you can get outta your comfort zone and start to meet and network with new people, you can start to bring in more and more new ideas.
And just a larger network in support of your cause. So it was really, I felt successful. It was my nonprofit leadership and management win number five, and I think it set the stage for all of the business development outreach, et cetera that I did later on in my career.
So for my final nonprofit leadership and management win number six, I wanna talk about when I worked for Enroll America to help with the Affordable Care Act health exchanges outreach. So this was the time in our nation’s history here in the US, when the Affordable Care Act was passed and the health insurance exchanges were set up, and people were interested in enrolling and we wanted to get people enrolled because it was a way to get access to affordable healthcare.
And so we worked with the mayors of the four cities in Tennessee, and I got them to support via op-eds that were printed in the newspapers around the state. So on the same day, in the newspapers of the four main cities in Tennessee, Memphis, Nashville, Knoxville, and Chattanooga, all four papers printed the same op-ed from each mayor.
And so it was quite a coup in terms of marketing and outreach. I started by meeting with one mayor who I had a link to a friend who knew them, a person who was working with me knew the mayor, and she set up the meeting with us. So it’s always about networking with who, you know, and we had a meeting and I talked about the importance of healthcare and healthcare access for people in our local C.
She was on board and said, yeah, I’ll do that. I’ll help support. And I’m willing to work with you to write an op-ed. Once I had one person say yes, I knew I could potentially, there was a high chance that I would have others say yes as well, because it was a bit of a novel idea. Hey, let’s all write similar op-eds and have them posted at the same time on the same day.
And so then I went to Memphis and met with the mayor there. That was interesting. I didn’t live in Memphis. In Knoxville, I was a constituent of that mayor. I lived in Knoxville. But in Memphis, I didn’t, and I wasn’t as familiar with the community, but I listened carefully. I offered what I thought was going to be a benefit for their community and the mayor agreed.
So I had two mayors down at that point. I thought I’d have to go talk to the Nashville mayor and the Chatanooga mayor, but I didn’t. The people who were the communications managers and directors for those mayors wanted to take the ball and run with it. They thought it was such a great idea. And so I was willing to relinquish my control and have them take the ball to the next level.
And they did, they reached out to the mayors of Chatanooga and Nashville. We got them on board and voila. We had an op-ed printed on the same day in all the four papers. So it really helped to leverage who I knew to start out with to be prepared. I came with information on how not only healthcare helped individuals, but how it helped the local economy.
In fact, you know, if you have a lower-level complaint, like an ear infection and you go in and get a quick antibiotic, and that antibiotic might be $3 and you go to in for a quick one visit, you’re pretty much gonna get better. But if you don’t manage that complaint because you don’t have health insurance, all of a sudden you’re in the emergency room.
And if you’re uninsured, That uncompensated care is shared and paid for by everybody else who’s insured. So the rest of people’s premiums go up. There are real economic impacts for people not being insured by health insurance. And so I also talk not only about the impact on individuals, but also the impact on the economy.
So I also learned to do my legwork. I learned to make my case. I, in a very quick way of course. If you’re gonna meet with a mayor, you probably get about 15 minutes of their time. So to be very on point and I learn that sometimes if you get one person that is enough to tip the scale in your favor and you can get other people to follow through.
So that was a fantastic nonprofit leadership and management win. And it gave me a lot more confidence to reach out to people when I wasn’t even sure they’d take my call, but you never know until you try. So it’s always a good idea. And I wanted to offer one bonus nonprofit leadership and management tip.
And that is, this is something that I’ve learned over all these experiences is that your energy is your biggest asset. Your energy. You know, I was late to learn this. I didn’t think energy. I thought that was very woo-woo-woo idea. Like, I just need to have the facts. I need to work hard, et cetera, but it really is your enthusiasm. You know, enthusiasm is underrated, but you can influence other people.
And I know leaders of volunteers in particular feel like they are always working hard to get buy-in in their organizations. You can influence other people simply through your passion, combined with a clear vision and a roadmap to get there. And, you know, that’s just a little extra bonus that I think has helped me throughout these successes.
So it really is about what type of attitude and energy I had for each thing I was trying to do. So I hope you found these successes inspiring. Again, it was a little little uncomfortable. I’m not gonna lie. It’s a little uncomfortable to toot my own horn like this. It’s not my way. But I wanted to lead the way I think we need to celebrate more.
So I encourage you to tag us on social at volpro.net, VO L P R O-dot- N E T. Or post in the comments wherever you get your podcast for this episode. And just let us know one of your successes, it’s time for us to toot our own horns a little bit. Let’s just call this month Official Nonprofit Toot Your Own Horn month.
Let’s start to celebrate and share something,. Smaller, large. It doesn’t even have to be big. Let’s start flexing that muscle a little bit more and working against that negativity bias. I just think it’s better for all of us, and it’s certainly better for our volunteers. So. Thanks for joining us again for this episode of the Volunteer Nation, it’s been wonderful sharing these wins with you.
I hope you’ll share yours as well. And if you think someone else could use a little bit of extra inspiration, I hope you’ll let them know about this podcast. And if you would please rate and review, it helps us reach more people and we wanna make sure we have as many people who are as interested join us here in the Volunteer Nation.
So we’ll see you next time. Same time, same place here on the Volunteer Nation.