Brendan LaFave excelled academically but felt disconnected due to technology, stating, 'It just did a number on me. It caused a subtle depression.' His experience during COVID further exacerbated his feelings of isolation.
Most nonprofits begin with passion, and for good reason. A founder identifies a critical need and brings together a team that cares deeply enough to act. That kind of energy is what makes the early days possible. It drives long hours, resourceful problem-solving and a deep commitment to impact.
Most people leave doctor visits with prescriptions, but still feel unsure—instructions make sense, but no one asks about their life. In contrast, when a provider knows your name, remembers your story, and explains care in a way that fits you, the experience feels different—and that difference matters.
The labor of this kind of organizing was invisible and deeply exhausting. In a precarious workplace, where a so-called 'performance review' could amount to job loss, organizing meant building a bridge while standing on it.
Most for-profit companies still confine nonprofit relationships to corporate philanthropy. Donations flow through foundations, annual reports highlight community contributions, and nonprofit engagement is framed as evidence of corporate responsibility.
The 135-year-old building has remained shrouded by plywood to protect passersby from the crumbling stone, which has formed a reddish beach on the shed below. The church's congregation dwindled to 12 members and had to fire its pastor to save money.
Why do I get to be the runner, and these guys get to be the homeless guys on the corner? Why can't we all be runners? She didn't have an answer. It would've been easy to let that question dissolve with her footsteps. Most people would have. But Mahlum saw something in those men that others had missed.
"Are you okay?" These were Alex Pretti's last words, said to a woman after ICE agents had tackled and pepper-sprayed her. Videos from bystanders show Pretti holding up a phone, attempting to document what was happening before he himself was pepper-sprayed, wrestled to the ground, and killed by those officers. He lost his life not for committing violence, but for documenting it, and stepping in to protect someone facing it.
I'll never forget the moment that changed how I think about leadership. It happened during my tenure as president of the University of Nevada, Las Vegas, when I learned that one of our longtime supporters, a commercial real estate developer named Irwin, was nearing the end of his life and despairing that his contributions no longer mattered. We brought him to campus to show him otherwise.
In the environmental nonprofit sector, "centering frontline voices" has become a familiar slogan, often detached from how decisions are made or resources allocated. It appears in grant proposals, conference agendas, and organizational values statements. And yet, too often, those voices are still positioned as illustrative rather than authoritative-invited to animate strategies already decided, asked to translate lived experience into language legible to funders, or flattened into narratives that travel more easily than the truths they carry.
I've always thought it would be good to acquire an old warehouse in every town throughout the land and convert it into low-rent community workspaces for artists, local charities and small businesses getting off the ground. A kind of people's WeWork. What would others do with a humungous, but not unlimited, pile of dosh to benefit society? Roland Freeman, West Yorkshire Send new questions to nq@theguardian.com.
Losing staff could be detrimental to the projects we worked on, and there was a growing dissatisfaction with how meetings were run. These mostly one-sided discussions left the quieter half of us feeling pushed aside, like our thoughts didn't matter much. If things stayed this way, I worried the good people on our team would start quitting one by one.
The change in the administration's tactics in Minneapolis is not a retreat. Instead, they are regrouping and planning another mode of attack, with the hopes that their repression might be met with resistance that is easier to control and contain. People who garner their relevancy and power through the dehumanization and oppression of others will do whatever it takes to cling to their soulless sense of self.
Catch up quick: President Trump created the White House Faith Office by executive order on Feb. 7, 2025, placing it within the Domestic Policy Council and moving it into the White House complex. The move was designed to signal a "direct line" between people of faith and the executive branch. Unlike the versions under prior administrations, which were often situated in agencies or outside the immediate West Wing orbit, this office is central to Trump's "religious freedom" agenda.
Dear Transparency-Committed Reader, You're not alone. So many of us want decision-making to reflect our collective values (like transparency, care, and shared power), but it's hard to actually put those values into practice. That gap between what we believe and how we decide can be frustrating. And getting stuck in the process is a common concern I hear from groups. I am happy to share, though, that decision-making doesn't have to be a nightmare.
