I heard it at Harvard Business School, said quietly between sessions: you can make yourself so busy as an executive director that you are no longer accessible to the very people you say you serve. I've watched it happen. And I've come to believe the cost lands not on the leader — but on the people waiting on the other side.
I told a room of nonprofit leaders I work twenty-five to thirty hours a week. The room went quiet. Not the kind of quiet before a question — the kind before a verdict. What happened next said everything about how the sector thinks about sacrifice.
I’ve watched nonprofit leaders wrestle with AI tools built for learners, not doers. The truth? What they really need is AI that learns them — their language, their needs, their pressures — so they can focus on mission, not manuals. Here’s what that looks like in practice.
I’ve seen nonprofit leaders wrestle with AI not because it’s flawed, but because the way we try to use it often misses what we really need. The problem isn’t AI—it’s our approach. Here’s what I’ve learned from the front lines.
Nonprofit leaders aren’t using AI not because they can’t—but because they don’t have the capacity. Here’s what’s really getting in the way.
I started noticing something when I began showing nonprofit leaders AI tools: no one asked to learn how to use AI. They all wanted something that simply worked. This shift in understanding has reshaped how we build technology for nonprofits—tools designed to give leaders their headspace back, not more to learn.
Many assume nonprofit leaders resist AI due to fear or lack of tech savvy. The real barriers are deeper—rooted in daily pressures and a scarcity of tools built for their reality. This piece unpacks those truths and offers grounded ways forward.