Strategic Program Leadership Insights

Learn and Let Go

Innovation isn’t about “failing fast,” it’s about learning fast. When an idea doesn’t work, run a thoughtful post-mortem: document what you discovered so others don’t repeat the same mistakes, and acknowledge the grief that comes from letting go of something you’ve invested deeply in. Make space for processing those emotions, it’s part of moving forward. Build this practice into your team’s rhythm by normalizing iteration, publishing lessons learned, and supporting peers in both the technical and emotional side of closing projects. Approaching setbacks this way strengthens resilience, accelerates learning, and opens space for more promising ideas to emerge.

(Notes from: People I (Mostly) Admire podcast, conversation with Obi Felten, July 7, 2023)

Find Joy at Work

Even in mission-driven work, joy doesn’t always happen on its own. We have to cultivate it. Start by paying attention to the tasks that make you feel energized rather than drained. Notice the moments when time passes quickly, or when you feel most connected to colleagues and community. Capture those patterns by finishing the sentence, “I love it when…” and use that as a guide to shape your day. Look for ways to do a little more of what fuels you, whether it’s mentoring a teammate, problem-solving with partners, or engaging directly with the people you serve. Over time, these intentional choices add up, sustaining not just your sense of purpose but also your daily joy at work.

(Notes from: Harvard Business Review IdeaCast, conversation with Marcus Buckingham, April 14, 2022.)

Build Subtractions Into Your Processes

Sometimes the best way to support both staff and mission is by subtracting rather than adding. A slightly delayed deliverable from a happy, energized team member is far better than on-time work from someone burned out. Build “subtraction” into your processes: try a “one in, two out” rule for new initiatives, pilot the removal of a task or requirement, or trim outdated rules like you would tend a garden. When facing bureaucracy, ask why a rule was created, what purpose it served, and whether it still aligns with your mission. Approach decision-makers with solutions, not just problems, and anchor every subtraction in service of the work that truly matters.

(Notes from: Adam Grant, WorkLife podcast, conversation with Anthony Klotz, March 28, 2022)

Share Expertise Across Programs and Projects

Multiteaming — assigning people to multiple projects at once — can boost efficiency and bring diverse expertise to complex challenges, but the costs are real: weakened team cohesion, stress, and burnout. To manage it well, nonprofits can launch teams with intention, building trust and clarity from the start. Map everyone’s skills to align talent with program and project needs, and talk openly about competing priorities to set realistic rhythms of work. Be selective about who attends meetings, use subteams whenever possible, and make space for team members to connect projects to their own skill development. Done thoughtfully, multiteaming balances organizational efficiency with individual sustainability.

(Notes from: Heidi K. Gardner, Harvard Business Review, September 2017)