What do you do when you realize you made the wrong decision as a leader? You own it, learn from it, make the adjustment, and keep leading.

In Episode 107, Kim shares a recent decision she had to reconsider and why admitting you made a bad call can actually strengthen your credibility as a leader. After 30 years in her career and 15 years as a CEO, she has learned that it is much easier to humbly admit fault than to firmly stand by a failure.

In this episode, Kim shares:

• Why pride can make it difficult for leaders to admit they were wrong
• How changing course can strengthen rather than diminish your credibility
• Why criticism should not keep you from making the right adjustment
• The importance of recognizing when God may be leading you to slow down or change direction
• Why good leaders own it, learn from it, and keep leading

Episode 107 also marks the close of Season Two as Kim shares why she is taking the remainder of September off and what listeners can expect when Season Three of Life & Leadership with Kim Williams launches October 6.

Over the last three episodes, we have covered a lot of ground. How to build one connected fall campaign instead of six competing ones, how to protect your team from becoming part of the burnout statistics climbing across our sector, and why that protection has to extend past your fundraising staff to your entire organization. If you have been listening along, you have probably ended up with a question or two of your own. Today, I'm answering the three I hear most often since we started this run of episodes.

As you head into your busiest fundraising season of the year, you are facing a second challenge most campaign calendars do not account for. Keeping your people, not just the ones raising the money, but every role that keeps your mission running. According to the Center for Effective Philanthropy's State of Nonprofits 2026 report, one in four nonprofit CEOs now say burnout is significantly affecting their staff, up from seventeen percent the year before, and thirty percent of nonprofits have already reduced staff since last year. At the same time, the 2026 Social Impact Staff Retention Report found that seventy two percent of nonprofit professionals are actively looking for new opportunities, and only thirty five percent say they definitely plan to stay in the nonprofit sector at all. If you are heading into Giving Day, your annual campaign, and year end fundraising without a plan to protect your whole team, today's episode is your narrow window to build one.

Nearly seven in ten nonprofit employees say they plan to look for a new job this year, according to the Social Impact Staff Retention Project's most recent survey, and turnover across our sector already sits at nineteen percent, compared to twelve percent almost everywhere else. Here's what most leaders miss. That search does not usually start in the spring. It starts after the hardest quarter of the year has already worn your team down. If you are heading into fall wondering how to keep your best people through your busiest season, today I want to walk you through the strategies that have kept my team steady, quarter after quarter, for fifteen years.

The Blackbaud Institute found that more than one-third of all charitable giving happens in the final three months of the year, and December alone accounts for nearly one-fifth of annual giving. That's an incredible opportunity, but it's also an incredibly demanding season for development professionals. Fundraise describes today's fundraising environment as one of sustained pressure, where small teams are being asked to do more with fewer resources. That's why preparing now isn't just about raising more money. It's about protecting your team while positioning your organization for a successful year-end campaign. Today, we discuss four ways to do that.

Episode 102 — Your Mid-Year Reset Questions, Answered

Mid-Year Reset Series finale. Thirty-nine percent of nonprofits ended last fiscal year with a deficit, up from twenty-two percent just three years earlier, and nearly half of nonprofit leaders now worry about possible closure. Closing out the Mid-Year Reset series, Kim answers the three questions leaders ask her most: how to approach donors about a crisis without losing their confidence, how to know when to draw on resources versus cut expenses, and how to decide who stays when downsizing becomes necessary. She also shares the story behind why she opened her consulting firm in the first place.

Episode 101 — Leading Change Without Losing Your Team

One in four nonprofit CEOs now say burnout is significantly impacting their staff, up from just seventeen percent the year before, and thirty percent of nonprofits have reduced staff in the past year alone. Kim shares the one time a deficit forced her into downsizing, and the fear that came with it: would the team that stayed feel like they were next? She breaks down three strategies that turned a painful season into one that brought her team closer together instead of splintering it, and improved both retention and outcomes.

Episode 100 — How to Face the Inevitable Budget Deficit

A third of nonprofits saw federal funding decline last year, and nearly three in ten saw cuts in state and local support. If your organization is behind goal, you are not the exception. In this milestone hundredth episode, Kim shares three deficits from her own fifteen years leading a nonprofit, one inherited, one funder-driven, one government-driven, and the three-step framework she uses to size up a shortfall before ever touching a strategy. She walks through the exact playbook that carried her through every one of them, and what it took to go from a $500,000 gap to closing an $11.5 million capital campaign.

Episode 99: The Mid-Year Reset Every Nonprofit Leader Needs to Make

Mid-Year Reset Series, Part 1 — Leadership Mentality

Halfway through the year, your January plan meets July's reality, and it rarely matches. Kim opens the Mid-Year Reset series with the mindset shift that has to happen before any strategy work can: the willingness to face where things actually stand. Drawing on fifteen years as CEO of Interfaith Family Services, she shares three strategies for leading through a mid-year reality check: reality-check and acceptance, the mentality shift, and speaking points and self-care.

The number of donors giving less than $500 annually dropped by 5 percent in 2024. Large in-person galas and traditional direct mail are declining in effectiveness. But volunteerism is up 7 percent. Monthly giving programs are growing. Corporate social responsibility budgets are increasingly shifting toward employee engagement experiences, not just corporate check-writing. What donors and corporate partners want right now is not just a receipt and a thank-you letter. They want a meaningful connection to the work. Organizations that design giving programs around that desire are seeing dramatically better retention and dramatically stronger relationships.

Today, we explore the power of engaged giving.