In June 2026, nonprofit leaders from across the country joined TSNE for Leading Through Pressure: Nonprofit Leadership in New England Today, a virtual conversation inspired by the findings of the Leadership New England 2026 report.
The discussion explored what nonprofit leaders are experiencing in today’s rapidly changing environment—from persistent underinvestment and burnout to the opportunities for building stronger leadership pathways, healthier workplace cultures, and more equitable organizations.
While the challenges are significant, the conversation was ultimately one of possibility. Panelists shared practical examples of how organizations can rethink leadership, invest in people, and build systems that allow both leaders and organizations to thrive. Find seven key takeaways from the webinar, along with the full recording, below.
- The challenges facing nonprofit leaders aren’t new—but the stakes are higher than ever.
TSNE’s Michael Ibrahim, Chief Program and Impact Officer, and Artie Maharaj, PhD, Manager of Learning & Evaluation, opened the webinar by sharing four themes that emerged from the Leadership New England research:
- Persistent financial underinvestment
- Leadership development and succession challenges
- Building equitable organizational cultures
- Funding practices that support long-term sustainability
The research makes clear that today’s pressures are rooted in longstanding structural issues that have only intensified amid an increasingly uncertain policy and funding landscape.
- Leadership pathways don’t happen by accident.
One of the strongest themes throughout the conversation was the importance of intentionally developing future nonprofit leaders. Rather than expecting emerging leaders to figure it out, organizations should create structured opportunities for mentorship, knowledge sharing, and meaningful leadership experience long before someone becomes an executive director.
Lou Chen, CEO of INTEMPO, emphasized that leadership development starts with generosity—making space for questions, sharing institutional knowledge, and giving emerging leaders real responsibility.
“The pipeline can never start too early when we’re thinking about nurturing the next generation of young leaders.” – Lou Chen, CEO of INTEMPO
- Healthy organizations leave room to breathe.
Burnout remains one of the sector’s greatest threats. Chen also shared one particularly memorable leadership practice: aiming for staff to operate at roughly 80% capacity, recognizing that nonprofit work is unpredictable, and organizations need flexibility when unexpected challenges arise. Creating sustainable workloads isn’t simply about wellness; it’s about building organizations that can respond when communities need them most.
- Equity must be reflected in policies—not just values.
Throughout the discussion, panelists returned to one consistent message: organizations should examine whether their governance, hiring, compensation, board practices, and decision-making reflect the values they publicly espouse.
Anthony S. Poore, President & CEO of the New Hampshire Center for Justice & Equity, encouraged leaders to think beyond mission statements and consider whether policies actively create opportunities for new voices and future leaders.
“If budgets are a reflection of your moral compass, so are your policies, practices, and procedures.” – Anthony S. Poore, President & CEO of the New Hampshire Center for Justice & Equity
- Building diverse leadership means removing barriers.
The panel discussed how leaders of color often face invisible barriers throughout their careers—from unequal access to funders and board relationships to expectations around code switching. Rather than asking leaders to adapt to existing systems, organizations should intentionally remove barriers and create pathways that allow leaders to bring their authentic perspectives to their work.
One idea that resonated throughout the conversation was simple but powerful: create more opportunities for emerging leaders to participate in board meetings, fundraising conversations, and strategic decision-making early in their careers.
- Investing in people is organizational strategy.
As one example of investing in people, Anna Krieger, Executive Director at Massachusetts Advocates for Children, shared how the organization adopted a four-day workweek—not just as a perk, but as an equity strategy. Unable to immediately solve compensation challenges, the organization looked for another way to invest in staff wellbeing and sustainability. The result: improved efficiency, stronger recruitment and retention, and more space for employees to recharge.
“It has just meant we are much more efficient with our time, and we get the same amount done, and we have this space for people to rejuvenate, to recharge… It has been a wild success.” – Anna Krieger, Executive Director at Massachusetts Advocates for Children
- Stop benchmarking against a broken system.
Perhaps the suggestion that garnered the greatest attendee response came near the end of the discussion, when Chen challenged nonprofit leaders to stop measuring success against an unhealthy status quo. He suggested that if organizations want more diverse leadership, stronger teams, and healthier workplaces, they may need to stop asking what’s typical in the sector—and instead ask what their values require.
Building the Future of Nonprofit Leadership
Leadership is often discussed as an individual responsibility, but this conversation underscored a broader truth: leadership is shaped by systems. The conditions leaders experience—funding models, governance practices, organizational culture, compensation, mentorship, and access to opportunity—determine not only who leads today, but who will be prepared to lead tomorrow.
Strengthening the nonprofit sector requires more than supporting individual leaders. It requires investing in the infrastructure that develops leadership at every stage, removes barriers to opportunity, and enables organizations to build sustainable, equitable workplaces where people can thrive.
Leadership New England contributes to this growing conversation by elevating the experiences of nonprofit leaders across the region and identifying practical opportunities for change. TSNE is committed to continuing this work by convening leaders, sharing research, and fostering collaboration that advances a stronger, more equitable nonprofit sector.
Watch the webinar recording