What does 20 years of non-profit consulting in British Columbia look like? For HIP Strategic Non-Profit Consulting, it’s been a journey of strategic planning, community engagement, collaboration and organizational development—all rooted in helping non-profits and communities thrive. Along the way, the work evolved, but the purpose stayed strong. What becomes possible when you build a career around the work that matters most to you?

When everything feels important, how do non-profit leaders decide what comes first? The Eisenhower Matrix is a simple priority-setting tool that helps Executive Directors balance urgent demands with strategic planning, leadership, delegation and organizational development. Because being busy isn’t always the same as moving your mission forward. What important work keeps getting pushed aside because something “urgent” always comes first?

COVID-19 tested non-profit leadership, crisis management and organizational resilience in ways few could have predicted. Boards and Executive Directors faced difficult decisions about staffing, finances, service delivery and long-term sustainability—while still supporting their communities. The lessons remain relevant for non-profits preparing for future uncertainty. If your organization faced a major crisis tomorrow, would you be ready to respond—and recover?

Great non-profit storytelling doesn’t start with perfect words—it starts by getting your ideas onto the page. Whether you’re writing for fundraising, grant writing, social media or non-profit marketing, a strong story can help people understand your impact and inspire action. The secret is to write, edit, test and refine until your message connects. Are your stories simply sharing what you do—or making people care about why it matters?

Great non-profit storytelling doesn’t need a big budget or communications team. With accessible digital storytelling tools, non-profits can turn impact stories into engaging graphics, videos and social media content that build awareness and connect people to their mission. The challenge isn’t finding the tools—it’s using them to tell stories that matter. Is your non-profit simply sharing information, or creating stories people will remember?

Great non-profit storytelling isn’t just about having a powerful story—it’s about telling it in a way people remember. A simple storytelling framework can help non-profits create clear, compelling impact stories for fundraising, social media, video and community engagement. Know your audience, your message and the change you want to highlight. Are your stories capturing attention—or getting lost in the noise?

Non-profit storytelling can show funders, donors and communities the impact of your work—but protecting client confidentiality and consent must come first. From past-client stories and testimonials to infographics and community initiatives, non-profits can share meaningful impact stories without compromising privacy. It takes intention, creativity and trust. Are you telling powerful stories about your impact without putting the people you serve at risk?

Successful non-profit grant writing is about more than a strong funding application. Combining data, impact storytelling and funder relationships helps non-profits demonstrate results, build trust and open doors to future funding opportunities. The strongest relationships are built long before—and continue long after—the grant is submitted. If your next grant application disappeared tomorrow, would your funders still know the value and impact of your work?

Great non-profit grant writing needs both numbers and stories. Quantitative data shows funders what your programs delivered, while qualitative outcomes and impact stories show the difference that work made in people’s lives. Bringing the two together creates a stronger funding case and helps funders understand the value of their investment. Are your grant reports simply counting what you did—or showing why it mattered?

Non-profit strategic planning is about more than creating a plan. Strong interest holder engagement, honest conversations, clear action planning and regular progress reviews help Boards and Executive Directors turn strategy into meaningful results. The strategic plan should become a living tool that guides decisions, accountability and organizational growth. Is your strategic plan actively guiding your organization—or gathering dust on a shelf?

For busy non-profit leaders, networking can feel like one more thing there’s never enough time for. Yet building community partnerships with local businesses can open doors to volunteers, Board members, expertise, social enterprise opportunities and stronger community connections. It starts by making time for relationships—not just asking for support. What opportunities might your non-profit be missing because you haven’t made time to build the relationship yet?

Networking for non-profit leaders takes time, energy and resources, so it’s worth asking whether your efforts are creating real value. Strategic networking should build community partnerships, referrals, collaboration and relationships that help move your organization forward. Sometimes that means showing up; sometimes it means choosing a different room. Is your networking actually building the connections your non-profit needs—or are you simply going because you always have?

A great non-profit strategic plan isn’t created in a single Board retreat. Strong strategic planning takes preparation, meaningful interest holder engagement, shared ownership and ongoing implementation. When Boards, Executive Directors and teams stay connected to the plan, strategy becomes a living tool for accountability, decision-making and organizational growth. Is your strategic plan shaping your future—or was creating the document the end of the process?

Trust in non-profit organizations isn’t built through one big gesture. It grows through everyday conversations, transparency, respect, honesty and follow-through. For Boards, Executive Directors and teams, strong organizational trust creates the foundation for collaboration, psychological safety, engagement and shared leadership. But trust can take years to build and moments to lose. What is your organization doing every day that adds—or removes—trust?