Is Your Nonprofit Mission Achievable? – Nonprofit MBA 9.4

How Nonprofits Can Measure Impact and Align Strategy in a Changing Funding Landscape

A New Era of Accountability for Nonprofits

In today’s uncertain funding environment, nonprofit leaders are facing a question many have long avoided: Is your mission actually achievable?

In this episode of the Nonprofit MBA Podcast, host Stephen Halasnik, co-founder of Financing Solutions, speaks with Dr. Zuri Tau, founder and CEO of Social Insights.

Their conversation explores an uncomfortable but essential topic: how nonprofits can assess whether their mission is realistic, measurable, and aligned with real community needs.

With funding becoming more volatile and scrutiny increasing from donors, foundations, and government agencies, nonprofits are being forced to rethink not necessarily what they do, but how they prove their work creates real impact.

In This Episode

• Why many nonprofit missions are not grounded in measurable outcomes
• How nonprofits can determine whether their mission is achievable
• The importance of evaluation and theory of change
• Simple strategies small nonprofits can use to measure impact
• Why success must be defined by the communities nonprofits serve

Key Takeaways

• Nonprofit missions should be aspirational but also measurable
• Many organizations do not regularly assess whether their mission is achievable
• Evaluation is not just for funders — it is a learning tool for improvement
• Community input is critical for defining success
• Most nonprofits have hidden blind spots in their theory of change
• Even small nonprofits can implement low-cost evaluation strategies
• Funding pressures are accelerating the need for data-driven impact reporting

The Uncomfortable Truth: Missions Are Not Always Grounded in Reality

Nonprofits are built on passion, purpose, and a desire to solve meaningful problems. However, according to Dr. Zuri Tau, passion can sometimes overshadow practicality.

Many nonprofit missions are intentionally bold and aspirational, aiming to address complex social issues such as poverty, education inequality, or environmental protection.

Ambition is necessary. But problems arise when organizations lack a clear roadmap for achieving their goals.

“Some missions require conditions that don’t even exist yet,” Dr. Tau explains. “That doesn’t mean they’re wrong, but it does mean we need ways to measure progress along the way.”

A mission does not need to be immediately achievable. However, it must be trackable and measurable over time.

Why Nonprofits Are Being Forced to Reevaluate Now

Over the past several years, nonprofits have faced an increasingly volatile funding landscape.

Sudden budget cuts, shifting political priorities, and evolving donor expectations have created an environment where organizations must continually justify their existence.

Stephen Halasnik highlights a troubling trend: some nonprofits have been defunded for reasons that appear arbitrary, with little transparency or clear explanation.

This unpredictability has forced nonprofit leaders to confront difficult questions:

• Why do we exist?
• What impact are we actually having?
• Can we prove it?

Dr. Tau explains that nonprofit missions themselves have not lost value. Instead, the alignment between funding and mission has become more constrained.

“The missions are still needed—often more than ever. But the support to achieve them has become less reliable.”

The Hidden Role of Nonprofits in Society

Much of the nonprofit sector’s work happens quietly behind the scenes.

Many people benefit from nonprofit efforts without even realizing it.

For example, a local environmental nonprofit may improve water quality or restore natural spaces that entire communities enjoy daily.

This creates a paradox.

• Nonprofits are essential
• Their contributions often go unnoticed

As Dr. Tau explains, nonprofits fill critical gaps that neither government nor private industry addresses.

From social services to environmental protection, nonprofits are deeply embedded in the fabric of society.

The Real Problem: Lack of Strategic Clarity

Despite their importance, many nonprofits struggle with a fundamental issue: they lack clarity on how their work leads to measurable impact.

This is where the concept of a theory of change becomes critical.

A theory of change outlines:

• The outcome an organization wants to achieve
• How programs and activities lead to that outcome
• The assumptions that connect those activities to results

Dr. Tau notes that most organizations have blind spots in their theory of change.

“Organizations often believe they understand how change happens. But when we examine the process more closely, we often find missing steps or untested assumptions.”

Without this clarity, measuring impact becomes extremely difficult.

Why “Achievable” Isn’t the Only Question

While asking whether a mission is achievable is important, Dr. Tau believes it is only part of the conversation.

A more important question may be:

Is your mission aligned with what your community actually needs?

Nonprofits sometimes define success internally based on their own programs or goals.

However, if those definitions do not match the needs of the people they serve, the impact may be limited.

• Success is not defined solely by the organization
• Success must be defined by the community

Achieving that alignment requires listening, engagement, and continuous feedback.

The Power of Evaluation: From Reporting Tool to Learning System

One of the biggest misconceptions in the nonprofit sector is that evaluation exists primarily for funders.

In reality, evaluation can be one of the most powerful internal tools an organization has.

When used effectively, evaluation helps nonprofits:

• Identify what is working and what is not
• Allocate resources more effectively
• Strengthen strategic planning
• Improve outcomes over time

“Evaluation should be about learning,” Dr. Tau explains. “Not just proving.”

Organizations that embrace evaluation as a learning system often become more adaptive and resilient.

What Happens When Nonprofits Go Through This Process

• A clearer definition of success
• Stronger alignment within their leadership team
• A more realistic roadmap for impact
• Better measurement systems
• Greater confidence in their mission

Why Most Nonprofits Don’t Ask This Question

Most organizations are focused on immediate operational pressures:

• Securing funding
• Delivering programs
• Meeting short-term performance expectations

Strategic reflection often occurs only during formal planning cycles, typically every three to five years. Many smaller nonprofits assume evaluation requires expensive consultants or sophisticated data systems. Dr. Tau suggests several practical steps organizations can take without major financial investment.

How Smaller Nonprofits Can Start Without Large Budgets

Many smaller nonprofits assume evaluation requires expensive consultants or sophisticated data systems. Dr. Tau suggests several practical steps organizations can take without major financial investment.

1. Start with clarity. Define what success actually looks like for your organization.
2. Ask your community. Use surveys, listening sessions, or conversations to gather feedback.
3. Track simple data. Even basic insights such as participation rates or satisfaction scores can be valuable.
4. Include evaluation in grant budgets. Adding even a small evaluation line item of $2,000 to $5,000 can strengthen funding proposals.
5. Seek limited professional support. Hiring an evaluator for a few hours of strategic guidance can provide meaningful insights.

“Nonprofit leaders are incredibly resourceful,” Dr. Tau says. “They know how to stretch every dollar.”

Key Statistics on Nonprofit Strategy and Evaluation

• More than 80 percent of nonprofits report increasing pressure to demonstrate measurable impact
• Nearly 60 percent of funders require formal evaluation or impact reporting frameworks
• Organizations using structured evaluation are twice as likely to improve program outcomes
• Only 30 to 40 percent of nonprofits revisit their mission regularly during strategic planning
• Less than 25 percent of small nonprofits maintain dedicated evaluation budgets

Why Nonprofit Mission Evaluation Matters

Nonprofit leaders today face growing pressure to demonstrate measurable impact. Donors, foundations, and government agencies increasingly expect organizations to show clear outcomes tied to their mission. This means nonprofit strategy can no longer rely only on passion or intention. Organizations must be able to measure results, evaluate programs, and show how their work creates real change in the communities they serve.

Evaluation tools such as theory of change frameworks, impact measurement systems, and nonprofit strategic planning help organizations understand whether their mission is achievable. When nonprofits clarify how their programs lead to outcomes, they are better positioned to secure funding, strengthen stakeholder trust, and adapt to changing funding environments.

About the Experts

Stephen Halasnik is the co-founder of Financing Solutions, the largest provider of lines of credit to small nonprofits in the United States. With over 15 years of experience, he has worked with thousands of organizations navigating financial and operational challenges.

Dr. Zuri Tau is the founder and CEO of Social Insights, an organization dedicated to helping nonprofits and foundations measure and understand their impact. Since 2018, she has worked with organizations across the country to strengthen their strategies and evaluation frameworks.

Frequently Asked Questions

What does it mean for a nonprofit mission to be achievable?

It means having a clear, realistic pathway to making measurable progress toward your goals—even if full success takes decades.

How often should nonprofits revisit their mission?

At least during strategic planning cycles (every 3–5 years), but ideally more frequently in changing environments.

Do small nonprofits need formal evaluation systems?

Not necessarily. Even simple surveys and feedback tools can provide valuable insights.

Why do funders care about evaluation?

Funders want to ensure their investments are creating real, measurable impact.

What is a theory of change?

A theory of change is a framework that explains how your activities lead to your desired outcomes.

Related Questions People Ask

• How do nonprofits measure impact effectively?
• What are the most common nonprofit strategic planning mistakes?
• How can small nonprofits prove ROI to donors?
• What is the difference between outputs and outcomes?
• How do you align mission with community needs?

Podcast Transcript

Below is an edited transcript of the conversation for readers who prefer to review the discussion in written form.

Stephen Halasnik: Welcome everyone. My name is Stephen Halasnik, and I will be your host for today’s Nonprofit MBA Podcast. I am the co-founder of Financing Solutions, and Financing Solutions has been, for the last 15 years, the largest provider of lines of credit to small nonprofits in the United States. If you’re interested in learning a little bit more about a line of credit for your organization, please feel free to visit our website at nonprofitmbapodcast.com. The recording of this podcast is March 17, 2026, and both my guest and I are, I think, starting to see little hints of spring around the corner, and that certainly makes a lot of people happier. So I want to bring on Dr. Zuri Tau. Today we’re going to talk about an uncomfortable truth: Is your nonprofit mission achievable? I’m going to give you some more background right now.

Stephen Halasnik: When it comes to philanthropy, mission-driven organizations are being forced to defend their legitimacy in the face of shifting public sentiment and shrinking budgets. Dr. Zuri Tau offers a unique perspective. She helps leaders confront the uncomfortable truth that well-meaning efforts alone are no longer enough. Through her work with Social Insights, she equips nonprofits and foundations alike with the frameworks to demonstrate not just what they are doing, but why it matters. She introduces a way of measuring success that is both analytically rigorous and rooted in community knowledge. Listeners today will leave this episode with practical tips for finding blind spots in their theories of change and designing evaluation models that will help strengthen not only stakeholder buy-in, but also fundraising strategy.

Dr. Zuri Tau: Thank you.

Stephen Halasnik: Dr. Zuri Tau is the founder and CEO of Social Insights, which was created in 2018 to change how impact is understood. Today, it has grown into an organization that partners with nonprofits, foundations, and communities across the country to determine whether their investments are truly making a difference and how to best translate those findings into action. Dr. Zuri Tau, welcome to today’s Nonprofit MBA Podcast.

Dr. Zuri Tau: Thank you, Stephen. It’s great to be here.

Stephen Halasnik: I wouldn’t say today is going to be a somber podcast.

Dr. Zuri Tau: No.

Stephen Halasnik: I just love this subject matter, to be honest with you. I think it’s something that everybody should be listening to right now. It’s something that my business partner and I have been talking a lot about for the last year and a half since this new administration came in, because we see firsthand how nonprofits have been defunded and the incredibly, what’s the right word, wild reasons for it, with no logic.

Dr. Zuri Tau: Mm-hmm. Mm-hmm.

Stephen Halasnik: It’s often done across the board through computers. So the thing that has crossed both my business partner’s mind and mine over the last year and a half is whether this is making nonprofits rethink their mission because they’re being forced to justify themselves more. And when this administration is over, will society have to make a determination that nonprofits are needed or they’re not needed? What do you think?

Dr. Zuri Tau: That’s an interesting two-part question. I think I’m answering this not as a nonprofit leader, but as someone who works with a lot of nonprofits and is often supporting how they’re making the argument, making the case, for the importance of their work to communities and to society. Do I think that they’ll rethink their mission? I honestly don’t think that there’s been a sudden realization that their missions are somehow less credible or needed or valuable. I think what’s happening is that the alignment and availability of support to make those missions happen has been very constrained in this moment. What they’re thinking about is how they can change their strategy to still achieve the goals that they realize are still just as important, if not more so, in this current political climate.

Stephen Halasnik: The second part was, when this administration is over and we have another three years, do you think people are going to feel that nonprofits are needed more? That we’ve had this period of four years where there was so much of a cutback that people are now saying, no, we need more nonprofits. What do you think?

Dr. Zuri Tau: I think that’s an interesting question. I think the people who need nonprofits sometimes are not even aware when they’re engaging with nonprofits because nonprofits do a lot of work behind the scenes to support communities, and that support ripples out. So a nonprofit that may be working on the cleanliness of rivers in my city, I may not even know that nonprofit exists. However, when I go and take a walk–

Stephen Halasnik: Yeah. Yeah.

Dr. Zuri Tau: I love that there’s not trash floating down the river as I’m enjoying my walk in the afternoon, right?

Stephen Halasnik: Yeah.

Dr. Zuri Tau: So I think nonprofits, because of the way our society is structured, fill a gap that government won’t fill, that corporations won’t fill, that private industry won’t fill. Nonprofits have always been a structure of our society, even if we don’t exactly understand how they’re impacting us on a day-to-day basis.

Stephen Halasnik: Yeah, it’s a scary thought because I think there are a lot of people, myself included, who are unaware sometimes of the actions that nonprofits are helping with. So in today’s topic, Uncomfortable Truth: Is Your Nonprofit Mission Achievable?, what has your research shown in order to determine if a nonprofit’s mission is achievable?

Dr. Zuri Tau: I think what we’ve learned over the past several years is that sometimes the goals that we have, the big missions that organizations hold, it is important for them to be big and aspirational and inspiring. Because I am a numbers person, of course, I’m always interested in how we’ll have real steps and ways to measure if we’re getting closer to a mission. I think some missions require things that don’t currently exist to be successful. They may require a certain change in society that may not be here right now, but that doesn’t mean it never will be here. So I think nonprofit missions can be aspirational as long as we’re clear on how we can track progress in the meantime, even if we’re not 100 percent sure where we’ll be in 20 or 30 years or what those conditions will look like.

Stephen Halasnik: How common is it for a board or an executive director to address the question, is their mission achievable? Is that something that is common for people to really think about?

Dr. Zuri Tau: You know, I think they’re often looking to the next goal, right, or the next demand from their funders or what their communities are expecting. I think there’s often the temptation to focus on what is immediate and not think as much about that huge mission, that guiding mission. So I would say it is not something that is really thought about that often. I think when it does come up is when folks are doing strategic planning and they’re saying, wait a minute, we developed this mission 10 years ago. Is this actually the work we even still want to be doing in the way that we’re doing it? I think that’s why strategic planning is really important to have alongside evaluation, measurement, and learning.

Stephen Halasnik: Yeah, I agree with you too. I think it’s such an important question. I think really the last year and a half have moved it into the forefront because I think, let’s face it, donors and foundations are probably pushing for that type of results-oriented approach. If you’re fighting for dollars, if you’re clear as to what your mission is and that it’s achievable–

Dr. Zuri Tau: Yes.

Stephen Halasnik: I think it rallies not only donors, foundations, employees, and contributors, but it just galvanizes everybody. Is that fair?

Dr. Zuri Tau: I think that’s fair. I think it is about mission, but it’s also about understanding what your community needs very clearly. If you have a goal, a strategy, an intervention that you’re proposing, it’s not only if it’s achievable, but also, is this what the people want? Is this what my community actually needs?

Stephen Halasnik: Mm-hmm.

Dr. Zuri Tau: Because if you achieve something that isn’t actually making a material social difference, then achievement doesn’t actually serve those whom you intend to serve. So I think it’s a question that has to be complicated a little bit. That’s what I encourage our clients to do, not only think about what they think is important, but what do their constituents think is important? What do their participants think is important? How are they defining success?

Stephen Halasnik: It’s incredibly sobering, isn’t it?

Dr. Zuri Tau: Absolutely. Absolutely. Because the stakes are even higher now. You mentioned our political situation and how we’re fighting for dollars. It does feel that in the time we have to be more considerate and intentional in planning, we’re so busy trying to make sure that we can survive, some of that just goes out the window.

Stephen Halasnik: Yeah. I just have to share with people out there one of the things that we saw. I have to be careful with this, but what we saw across the board was, and this is not new, I don’t think this is new to people, but there’s no rhyme or reason why some organizations got defunded. One of the things that we saw was if you had the word veterans on your website and in your nonprofit, you got defunded. I hate to say it, but regardless of how much one or a couple of those veteran nonprofits were incredibly valuable, mission-driven, and achieving incredible results, and very organized, they still got defunded. It was incredibly frustrating if you’re really making a big difference and you know it. Just the randomness behind it, you understand what I’m talking about.

Dr. Zuri Tau: Sure. I think what you’re speaking to is what happens when you can’t plan, when you don’t know if you’ll have funding, if you won’t, and you don’t know who will support you if somebody decides, okay, well, we need these facts.

Stephen Halasnik: Yep.

Dr. Zuri Tau: We need this justification for what you’re doing. What if you don’t have that right then and right there? It’s just a very precarious moment. I think it’s probably one of the most challenging times that many nonprofit leaders have had to live through. It requires us to pull together. I think having a podcast like this that is helping people think about how to push through and how to innovate is really important. What we need is to be talking about these challenges.

Stephen Halasnik: Yeah, and I think in business it takes a recession for you to really be battle-tested and become better when you come out of that recession. I think what we’re looking at now is the same thing. The nonprofits that are able to survive the next couple of years are going to be battle-tested. I think looking at whether their mission is achievable is part of being battle-tested.

Dr. Zuri Tau: Mm-hmm.

Stephen Halasnik: So I guess you work with other nonprofits to help them address this question.

Dr. Zuri Tau: We do a lot of different things with nonprofits and foundations. We help them understand their theory of change, so how they think change happens and their strategy for getting to that change, and that’s speaking to that mission question, right? If you want a particular outcome, you also have to be really clear about your theory and plan for reaching that outcome. Often there are blind spots there. There are assumptions that are unsurfaced until we do that work together. We also help organizations put in ongoing systems to measure their impact as they go and to fix what might not be going right as they go so that they can reach that ultimate mission and the goal of their work.

Stephen Halasnik: Do you have a, I know it would be just a guess, but how many of the organizations you’ve worked with in the past, what percentage of them came out of the work that they did with you saying that their mission was not achievable?

Dr. Zuri Tau: Oh my goodness. It is rare. It is rare.

Stephen Halasnik: Huh.

Dr. Zuri Tau: Honestly, you know why I think it’s rare? Because sometimes organizations aren’t coming to us wanting us to answer the question of achievability. They’re really wanting us to help them articulate what they’ve already done the work to understand is possible. In the cases where they’re not sure–

Stephen Halasnik: Mm-hmm.

Dr. Zuri Tau: What we help them do is identify the questions that they need to be asking and who they need to be asking if they’re not sure. So they don’t land on, this is definitely not achievable. It’s more so that it opens up more questions about, okay, we think this is achievable, but we actually aren’t sure how we’re going to get there. That’s what ends up coming out of our work often.

Stephen Halasnik: Yeah, that’s why I think it’s such a great topic. It really makes you think about so many different areas — strategy, mission, results, measurement, right? It just really opens up the kimono for you to have to dig deep into all these other areas. Is that fair to say?

Dr. Zuri Tau: Oh, for sure.

Stephen Halasnik: So what I’m hearing you say is that this is often a tool, depending on what the organization is coming to you for. This just might be one of the questions you’ll pose to them depending on what they’re trying to achieve. Is that fair to say?

Dr. Zuri Tau: You know what? I lost you for a moment.

Stephen Halasnik: Oh, sorry.

Dr. Zuri Tau: Say that again.

Stephen Halasnik: So this question about whether your nonprofit mission is achievable, is that really just one of the tools in your toolbox that you’ll pull out depending on what they’re trying to accomplish with you? Or is this really one of the main things that you’ll be trying to address with them?

Dr. Zuri Tau: Where we like to start with nonprofit organizations is helping them understand how they are articulating and defining success, right? So that’s their mission, their ultimate goal, whatever they call it. Having them be clear within their team, what is your definition of success and how did you get there? Often that takes a lot of time because there are many people in the room who may have different opinions about that. So we make sure we respond to that and get people on the same page. Then we want to understand how their perspective may be different from those they’re seeking to serve. There’s a power imbalance there. So we often encourage them to understand what their community’s definition of success is, what their participants’ definition of success is, and then create a response to that and make sure that the mission or the ultimate goal of the program is in service to more than just an abstract, you know, we will solve this problem in this way. It has to be very concrete. We help them do that. We make sure that they have an evaluation plan to measure if they’re getting closer to that along the way.

Stephen Halasnik: Does almost every client that comes to you already have their mission in place?

Dr. Zuri Tau: Yes. Yes.

Stephen Halasnik: Okay. Once they start working with you and they’re going through all the different meetings and things like that, what do you often see in general in the end result? How do they change based on the work that you’re doing with them?

Dr. Zuri Tau: That’s a good question. I think that on the other side of it, nonprofits often emerge with a clear roadmap. They understand themselves better. They understand their motivations, their plan to get to where they’re going, how they’re going to measure it, and also where they need to improve. I think that’s often the gift of having an external evaluator, someone to come in and help you look at your program from a bird’s-eye view and see where there are gaps. So even though it’s uncomfortable, I do think that’s one of the things that organizations appreciate most about our work with them.

Stephen Halasnik: What percentage of the time is it the executive director that’s bringing you on board versus the board president?

Dr. Zuri Tau: I would say about 20 percent of the time it’s a collaborative decision with the board and the executive director, and then 80 percent of the time it is based on a requirement of their funding that they have an evaluator in place.

Stephen Halasnik: Wow.

Dr. Zuri Tau: Mm-hmm.

Stephen Halasnik: Oh, I didn’t know that. Wow.

Dr. Zuri Tau: Mm-hmm.

Stephen Halasnik: That’s kind of good. So the foundations are requiring that. I like that the foundations are requiring that because I think this is really valuable. Fair?

Dr. Zuri Tau: Yes, I think so. Because people get into the work because they’re passionate about meeting a need in their community. They’re not passionate about measuring how they meet that need in the community. With organizations like these large nonprofits, they can’t send someone out to be at meetings and witness for themselves what’s happening, and also try to understand what progress looks like for all of their grantees. So they often ask for a local evaluator to work with grantees so that they can do some very clear reporting about the impact of that funding. That’s where evaluators are often engaging with nonprofits at that program level.

Stephen Halasnik: Gotcha. So the nonprofits that are out there, especially the smaller ones, a lot of our listeners run smaller nonprofits.

Dr. Zuri Tau: Mm-hmm.

Stephen Halasnik: If they’re listening to this today and maybe they’re like, I can’t afford to bring on someone like Dr. Zuri Tau to do it, do you have a book, or is there stuff on your website that would really help them be able to do it themselves?

Dr. Zuri Tau: I get asked this question a lot, and I think there’s no simple answer because every organization is different, but what I’ll say is, one, be really clear on why you need evaluation. For some organizations, I think the misconception is that evaluation only helps us prove to our funders that we’re doing what we said we were going to do. If you approach evaluation as a learning tool to help you get closer to your mission, to understand where your resources are best used, and where you’re making the most impact, then it becomes more about you than a report to your funder. So that’s my first thought on that. As far as affordability, I would really suggest that organizations build some evaluation dollars, have a line item on every single grant that you get, even if it’s $5,000 or $2,000, because what you can do is pull that money from multiple grants to have one-time or interim support from an evaluator. I also think you should determine whether there is some sort of evidence that you’re already collecting that you may not see as evaluation. There are simple things that organizations can do that are just asking about the influence of their work in the community. It could be giving out a satisfaction survey, and that is a three-question survey. You can ask people, how did you experience this? Did we do well? What can we do better? That’s also really helpful information that doesn’t require an evaluator to help you. I recommend having professional support because it’s just like when we try to fix something at home and we figure out, after it breaking again and again, that we probably need to call a plumber instead of going to Home Depot five times.

Stephen Halasnik: Yep.

Dr. Zuri Tau: But in the meantime, our solution at least helped us get to the point where we made it through for those few months until we needed some additional help. So I think we all have to do our best. Nonprofits have to work with what they have. Honestly, most nonprofit executive directors are very scrappy. They know how to make a dollar out of 15 cents. So I think they’re going to do what they need to do, but I definitely encourage folks to see if they can get a little bit of support by pulling their dollars across grants and even getting recommendations from other nonprofits that they trust about who they’ve worked with.

Stephen Halasnik: Yep. Yep. Yeah.

Dr. Zuri Tau: Sometimes asking for just a few coaching hours from a trusted evaluator can make a huge difference.

Stephen Halasnik: Yeah, and also speaking on the other side, let’s say as part of a nonprofit, if I’m on the board, which I’ve been before, and the executive director comes to me and says, listen, I really think it would be in our best interest to address whether our mission is achievable and bring in a third-party consultant to help us talk through it, I’d fund it myself. I’d say that makes complete sense. Executive directors are scrappy, so they know often who to turn to when they really want something. If today’s topic really is something that resonates with our listeners, then I think there’s a way to get it done.

Dr. Zuri Tau: Right.

Stephen Halasnik: So that’s kind of all the time we have today. I’d like to thank Dr. Zuri Tau from Social Insights very much for coming on today’s podcast. If you liked today’s podcast, please feel free to share it with a friend. We have so many great guests on it, like Dr. Zuri Tau, and I just think that you learn so much in 35 minutes. Also, if you’re interested in getting a line of credit or learning about it for your organization, please feel free to visit our website at nonprofitmbapodcast.com.

Dr. Zuri Tau: Thank you.

Stephen Halasnik: Dr. Zuri Tau, if anyone wants to get in touch with you, how would they go about doing that?

Dr. Zuri Tau: Sure. Our information, as well as resources for nonprofits, are on our website at www.socinsights.com. We’d love to hear from you. Thank you so much for letting me be here and share my thoughts today, Stephen.

Stephen Halasnik: It was a great, interesting conversation. I really enjoyed it. I just want to remind everybody, I usually end every podcast the same way, and that is, burnout in our industry, in the nonprofit sector, is a real issue. So many of the executive directors out there are really running around and doing so much, and they think about everybody else and they don’t think about themselves enough. I just want to remind you that you’re no good to your family, your employees, your cause, and even yourself if you’re not thinking of yourself properly on a daily basis and being able to do the things that you do personally to have the energy to solve world problems, because we really need you. Every day you should be thinking about what you need to do to take good care of yourself, whether that be exercising, meditating, praying, whatever it is. On that note, I want to wish everybody a fantastic spring. I think we’re all looking for some better weather. Thank you for listening to the Nonprofit MBA Podcast.