One of the quickest ways a nonprofit loses trust, both internally and externally, is a lack of transparency. Conflict of interest comes up more often than people think. Most of the time it is not intentional or unethical. It is simply misunderstood. A conflict of interest exists when someone in leadership, whether a founder, board member, or officer, could personally benefit from a decision they are part of. That benefit may be financial, relational, or professional. The issue is not the conflict itself. The issue is whether it is disclosed and handled properly. Strong, healthy nonprofits do a few key things well: • They require annual conflict of interest disclosures • They discuss potential conflicts before decisions are made • They step back from votes when appropriate • They document decisions clearly Transparency is not about suspicion. It is about protection. It protects the organization. It protects the board. It protects you as a leader. If your nonprofit wants grants, major donors, partnerships, or long term credibility, this is not optional. It is foundational. Do you already have a conflict of interest policy in place, or is this still on your “we’ll get to it” list? No judgment. Just clarity.

Something crossed my Facebook feed last week that I haven’t been able to shake. Yes, it’s Sunday. But if you’re anything like me, your heart doesn’t clock out based on the day of the week. Mine doesn’t. This isn’t meant to cast a shadow on your day. It’s meant to bring awareness to work that is urgent and ongoing. Before I share a few links, I want to explain why I’m posting this here. Many people are drawn to nonprofit work because of their hearts. That’s a good thing. But once you decide to start a nonprofit organization, your heart alone isn’t enough. There are legal responsibilities. There are ethical obligations. And beyond all of that, there’s a deeper question we have to wrestle with. How far are we willing to go to truly transform lives? It is okay, and necessary, to provide essential items people need to survive day to day. But when it comes to most funding, especially grants, goodwill must be paired with a clear plan of action. Transformation requires intention. It usually shows up through well-designed programs and projects, not just distribution. For those working directly in sex or human trafficking prevention and recovery, I hope you understand the depth and complexity of this work. For those whose missions sit elsewhere, it is important to recognize that many of the individuals you serve may come from this reality. No matter our specific mission, there are layers, both local and federal, that we are called to understand and engage. Long before the Epstein investigation made headlines, "trafficking" was already a growing crisis. Technology only accelerated it. The articles I’m sharing highlight why understanding policy, legislation, and advocacy efforts tied to your mission matters more than ever. I’ve heard it said for years. Nothing truly changes until policy changes. This is why awareness, education, and alignment with advocacy work cannot be optional. It is part of the responsibility we carry. https://www.facebook.com/share/v/1CZ3PGgJc3/

Transparency Isn’t Optional. It’s a Leadership Requirement. The recent situation involving a Maryland mayor and his wife’s nonprofit is a reminder of something many leaders try to minimize until it’s too late. https://youtu.be/PcL0IjEbI00?si=mikI1IefH5Be_QkB https://youtu.be/s7rWPkMsf1w?si=1Z8i2aZddDz0el0T Transparency and ethics are not “nice to have” in nonprofit leadership. They are non-negotiable. When personal relationships overlap with nonprofit decision-making, even the appearance of impropriety can erode trust. Once trust is questioned, funding, partnerships, and community confidence are usually not far behind. A few important reminders for nonprofit leaders: • Conflict of interest disclosures are not a formality. They are protection for you and for the organization. • Transparency is not about being perfect. It is about being clear, documented, and accountable. • Ethics matter even more when money, influence, or public trust is involved. • “Everyone knows” is not the same as proper governance. If it is not documented, it does not exist. Nonprofits do not belong to founders, spouses, board members, or political figures. They belong to the public trust they are meant to serve. If your nonprofit leadership would feel uncomfortable explaining a decision out loud to a funder, journalist, or community member, that is your signal to pause and reassess. Strong organizations do not just do good work. They lead with integrity when no one is watching. Let this be a moment of reflection, not judgment. Ethical leadership is proactive, not reactive. 💬 Question for reflection: If your nonprofit were audited tomorrow, financially and ethically, would everything be clear, documented, and defensible? Let’s talk about it. Later we will take a deeper look at this organization’s IRS filings.

Quick mindset check. If you had to raise money without a grant, do you think you could get 20 people (or businesses) to give $250? Not forever. Not every month. Just once. That’s $5,000!!! Now pause for a moment and imagine this: If $5,000 showed up for your organization in the next 30 days… What would you actually use it for? 🔹 Program supplies 🔹 Operational expenses 🔹 Marketing or outreach 🔹 Professional support 🔹 Something else entirely Drop your answer below or just reflect quietly if you need to. This isn’t about pressure. It's about realizing what’s possible when we think in community, not just grants.

I am sooooo excited that you have joined us!🙂Please introduce yourself and be sure to include where you are located🏙️, the name of your nonprofit🥰, who you serve, and an image or GIF of your dream destination🏖️🏰🏕️.