One of the biggest mistakes organizations make when trying to build brand awareness is assuming the problem is that people dislike them. In many cases, the real issue is much simpler and much more dangerous. People have no opinion at all. No reputation. No emotional connection. No presence in the conversation. The fix is rarely a million-dollar ad campaign. The fix is usually closer at hand and almost free.

Strong leadership principles are timeless. Here are seven business books I think every leader should revisit regularly, whether you run a for-profit company or a nonprofit, or are thinking about going out or have already started out on your own.

I often hear a variant of this from finance staff in the nonprofit sector who private message me on LinkedIn. To be clear, this isn't a finance problem. It's a leadership problem. When budgets don't matter, it's because leadership hasn't made them matter.

During a week in Utah's national parks, a quote on a sign brought me back to a framing my mentor once shared: think of yourself as an ancestor to the people who will inherit the institution decades from now. It changed how I approach the hardest financial conversations.

Most organizations do not fail because they lack good ideas. They fail because they underestimate how hard it is to implement them. And the system that created the problem is still running when the consultant walks out the door.

Most nonprofits don't have a finance problem. They have a decision-making problem. The gap between what the board sees and what the executive team knows is where organizations get stuck.

Most nonprofits don't have too many bank accounts because someone designed it that way. They have them because nobody designed it at all. Here's what that actually costs — and what to do about it.

When budgets get tight, marketing and development are the first to go. That instinct is understandable – and short-sighted. The real structural changes live somewhere else entirely.

It is rarely a lack of ideas that sinks a turnaround. It is the order in which decisions get made.

Everyone wants the big play that saves the day. But four of the top five turnaround moves have nothing to do with revenue.

Two years ago, I left a full-time role and went independent. Here’s what actually happened — the parts people don’t post about.

Chalamet isn't wrong: opera and ballet are losing their grip on culture. The problem isn’t the art - it’s the institutional inertia holding it back. Is it time for a global production consortium to save the performing arts?

"Socializing" sounds like progress. It feels collaborative. It buys time. And it quietly teaches your organization that nothing is real until someone forces it to be.

The first board meeting is the inflection point. Here's why that presentation matters more than you think and what happens when you get it right.

Remember when cord-cutting was supposed to save us money? Now we're paying for eight streaming services. AI is heading down the same path and we should be paying attention.

A company reached out after going through three CFOs. Each one was a "no" person. Here's what that pattern reveals about the difference between CFOs who block growth and those who enable it.

A new arts CEO used charged language in his first interview. He was right about the forces at play, but was his language reaching the audience he needed?