Summary

In this final episode of NGO Soul + Strategy, Tosca Bruno-van Vijfeijken sits down with Amitabh Behar, Executive Director of Oxfam International—one of the most recognized and influential global NGOs. Together, they explore what it means to lead transformative change inside a large, complex confederation while navigating a shifting political, economic, and cultural landscape.

Their conversation spans Oxfam’s ongoing change journey, its efforts to become a truly global organization rooted in legitimacy and equity, and the leadership lessons Amitabh has learned along the way. This episode is a fitting finale to the podcast—bringing together the themes of leadership, legitimacy, and adaptation that have defined Tosca’s work and this show.

Amitabh Bio

• Executive Director of Oxfam International
• Former CEO of Oxfam India
• Former Executive Director of the National Foundation for India
• Former Executive Director of the National Center for Advocacy Studies

We Discuss

• Oxfam’s decades-long transformation journey and its confederated model of global affiliates
• The rewards and tradeoffs of shifting decision-making power to the Global South
• The political dimensions of leading large-scale organizational change
• Balancing legitimacy, agility, and complexity in global NGOs
• The use (and risks) of academic or ideological language in public communication
• The critical question: should global NGOs narrow their roles for sharper impact?
• Amitabh’s reflections on AI, digital rights, and Oxfam’s 2030 strategy
• Leadership lessons for navigating power, resistance, and renewal

Quotes

Resources

Amitabh's LinkedIn Page

Summary
In this episode, I am joined by Doug Trout, CEO of DRi Waterstone Human Capital, to explore how nonprofit organizations can better invest in, manage, and retain their people. From executive recruitment to culture-building and burnout, this conversation takes a deep dive into what it really takes to thrive in today’s complex nonprofit landscape.

Bio

• CEO of DRi Waterstone Human Capital, a firm serving nonprofits with leadership development, talent recruitment as well as executive search 
• DRi Waterstone offers this valuable service to nonprofits, associations, foundations and social impact orgs in US 
• Before his leadership position in Dri Waterstone, Dough worked at the Montpelier Foundation and at the University of Virginia as an administrator, among others. 

We Discuss

• Why "time and talent" are the sector’s most valuable—and most constrained—strategic assets
• The disconnect between what nonprofits say about valuing their people and what they actually invest in
• How burnout, moral injury, and emotional fatigue are reshaping talent practices
• What skills today’s leadership teams need to build truly inclusive and agile cultures
• What nonprofit boards are getting right—and wrong—about talent investment
• Best practices for working with executive search firms and how to make the most of that investment

Quotes

Resources

Doug Trout on LinkedIn

DRi Waterstone Human Capital

Summary

Innovation is often treated as a buzzword—but few nonprofit leaders take a hard look at the cultural, structural, and leadership obstacles that keep it from taking root. In this episode, Tosca talks with Carlos Simon, an innovation strategist and longtime leader at World Vision, about what it really takes to build innovation-ready organizations. From internal mindsets to outdated processes, they explore what’s getting in the way—and what to do about it.

Guest Bio:

• CEO of World Vision Costa Rica and iSmart360
• Director of Data Science and former Regional Director of BD & Marketing at World Vision
• Innovation strategist with 25+ years at World Vision International (WVI)
• Author of a forthcoming framework on the 7 stages of organizational innovation maturity

We Discuss:

• Why innovation is not the same as continuous improvement—and why that matters
• The cultural and structural obstacles that slow down innovation in large NGOs
• How Carlos developed a framework that identifies 7 distinct organizational "zones" of innovation capacity
• The importance of removing outdated processes to truly make space for new ideas
• Why leaders must address internal “friction” as much as they focus on promoting new ideas
• How senior leadership mindsets—like overconfidence or premature solution bias—can block innovation
• The role of flat structures, strategic alignment, and client focus in driving real innovation

Quotes

Resources

Organizational innovation index with exponential factor

Summary:

 What does it really mean to lead through a feminist lens? In this episode of NGO Soul + Strategy, I sit down with Jayanta Bora, a seasoned People & Culture expert who has helped shape leadership practices across major NGOs. Drawing from his own matrilinear upbringing and decades of experience, Jayanta explores feminist leadership not as a gendered concept but as a deliberate, power-aware leadership practice rooted in justice and equity.

Jayanta's Bio:

• Over 30 years of experience in People & Culture, OD, OB, and HR in the nonprofit sector.
• Former Executive Director of Human Resources at Plan International.
• Visiting faculty at NMIMS Global Access School and Tezpur University.
• Leadership roles at Oxfam, ChildFund, and other global organizations.

We Discuss:

• What feminist leadership is—and what it is not.
• The origins of Jayanta’s interest in feminist leadership, rooted in a matrilinear culture.
• Why feminist leadership is not about gender, but about power analysis.
• The seven behavioral competencies of feminist leadership:
  1. Self-awareness and reflection
  2. Self-care and caring for others
  3. Inclusion and dismantling bias
  4. Accountable collaboration
  5. Sharing power and transparent decision making
  6. Respectful feedback and conflict resolution
  7. Courage and zero tolerance for discrimination
• The need for more longitudinal research on feminist leadership effectiveness.
• How feminist leadership differs from traditional or transformational leadership styles.

Quotes:
“If you practice feminist leadership, you have no need for DEI policies, since intersectionality of identities is baked in.”
“I am a male feminist.”

Resources:
Jayanta's LinkedIn profile

Let’s stay connected

You can also watch this episode on YouTube and subscribe to be the first to know when new episodes or other thought pieces are released.

Have a challenge or opportunity in your nonprofit or philanthropic organization that you'd like to explore? Feel free to reach out to Tosca directly at tosca(at)5oaksconsulting(dot)org.

And if you’d like more insights on nonprofit leadership, organizational change, and culture, you can follow Tosca on LinkedIn.

In this episode, I speak with Andrew Henck, a scholar-practitioner whose recent PhD research offers a nuanced take on organizational culture in humanitarian NGOs. Together, we explore how culture goes far beyond shared values—it is a lens through which organizations make sense of their reality. They also examine what this means for safeguarding, accountability, and leadership in NGOs, especially amid increasing scrutiny and systemic change.

Guest’s Bio

• Lecturer at Glasgow Caledonian University
• PhD in Leadership Studies, University of San Diego
• Former People & Culture leader with World Vision in Papua New Guinea
• Coach, consultant, and certified LEGO® SERIOUS PLAY® facilitator

We Discuss

• What the Competing Values Framework reveals about NGO culture
• Andrew’s four-phase model of cultural consciousness
• Why safeguarding policies fall short without deeper cultural insight
• The difference between “organizations having culture” and “organizations being culture”
• How to apply a developmental view of culture to real-world leadership challenges
• Why boards and regulators often miss key dynamics in NGO culture

Quotes
“Culture is not just about values. It’s how people make sense of reality.”
“Organizations are not just entities with cultures—they are cultures.”

Resources

•  Andrew's LinkedIn Page
• Enjoy my essay related to todays topic: Can Organizational Culture Help Explain Recent INGO Scandals?

Let’s stay connected

You can also watch this episode on YouTube and subscribe to be the first to know when new episodes or other thought pieces are released.

Have a challenge or opportunity in your nonprofit or philanthropic organization that you'd like to explore? Feel free to reach out to Tosca directly at tosca(at)5oaksconsulting(dot)org.

And if you’d like more insights on nonprofit leadership, organizational change, and culture, you can follow Tosca on LinkedIn.

What happens when your nonprofit receives a transformational gift—seemingly out of the blue? In this episode, change management expert Michael Randel joins Tosca Bruno-van Vijfeijken to explore what nonprofits can learn from the MacKenzie Scott giving wave. Together, they discuss how to prepare for sudden funding growth, what risks to avoid, and how to communicate wisely during a time of high visibility and high stakes.

Guest Bio

• Founder and Principal of Randel Consulting Associates
• Long-standing consultant in nonprofit change management and scaling
• Researcher on philanthropic giving and leadership dynamics
• Regular advisor to mission-driven organizations facing major transitions

We Discuss:

• Michael’s research into nonprofits that received large-scale gifts from MacKenzie Scott
• Why divisiveness after a big gift was less common than expected
• How to manage sudden scaling and increase organizational readiness
• The value of a “quiet phase” in your communication strategy
• How to plan for the eventual “financial cliff” once funding is spent
• Why this moment calls for both bold leadership and intentional restraint

Quotes:

“One day, 10 million dollar suddenly landed in our bank account.”
“Should we be careful what we wished for?”

Resources:

• Michael Randel's LinkedIn page
• Randel Consulting Associates LinkedIn page
• Randel Consulting Associates
• Get insider tips to overcome the 5 most common problems facing leaders during change - download here
• Mackenzie Scott has donated part of her fortune to over 2,000 organizations doing amazing work. What are they doing with all this newfound money? - download here

Let’s stay connected

You can also watch this episode on YouTube and subscribe to be the first to know when new episodes or other thought pieces are released.

Have a challenge or opportunity in your nonprofit or philanthropic organization that you'd like to explore? Feel free to reach out to Tosca directly at tosca(at)5oaksconsulting(dot)org.

And if you’d like more insights on nonprofit leadership, organizational change, and culture, you can follow Tosca on LinkedIn.

Show Notes

Summary

Land rights are at the heart of building a sustainable and equitable future. Yet securing these rights—especially for marginalized communities—remains a profound global challenge.

In this episode of NGO Soul + Strategy, I sit down with Amy Coughenour Betancourt, President and CEO of Cadasta, a global social innovation organization dedicated to advancing affordable, accessible land rights documentation.

Drawing on her leadership at the intersection of technology, social innovation, and global nonprofit management, Amy and I explore the unique opportunities and challenges Cadasta faces as a technology-forward organization working closely with Indigenous Peoples, local communities, and governments.

We also address a timely leadership question: how nonprofits can respond to increasingly challenging funding landscapes while staying aligned with mission and values.

Guest's Bio

• President and CEO of Cadasta, a leading social innovation organization
• Global Advisor, How Women Lead
• Advisory Board Member, Geospatial World
• Board Member, InterAction
• Former COO, National Cooperative Business Association (NCBA CLUSA), International
• Former Deputy Executive Director, Pan American Development Foundation

We Discuss

• What the integration of technology unlocks for advancing land rights—and the risks and limitations it brings
• How Cadasta approaches its role as an ally-organization to Indigenous Peoples and locally-led land tenure groups
• The leadership challenge of navigating downward trends in nonprofit funding across Europe and the US
• How leaders can respond strategically to funding shifts while identifying new opportunities for mission-driven impact
• What it means to balance innovation with the grounded realities of community-driven change
• Lessons from Cadasta's hybrid model as both a technology provider and a global NGO

Quotes

“We need to be technology-forward but always community-centered.”

"Responding to a changing funding landscape requires not just resilience—but also creativity and adaptability.”

Resources

• Cadasta.org
• Cadasta LinkedIn Page
• Cadasta on BlueSky
• Cadasta Facebook Page
• Amy Coughenour Betancourt Linked In Page

Let’s stay connected

You can also watch this episode on YouTube and subscribe to be the first to know when new episodes or other thought pieces are released.

Have a challenge or opportunity in your nonprofit or philanthropic organization that you'd like to explore? Feel free to reach out to Tosca directly at tosca(at)5oaksconsulting(dot)org.

And if you’d like more insights on nonprofit leadership, organizational change, and culture, you can follow Tosca on LinkedIn.

Summary

The International Tunnelling Association (ITA) plays a critical role in global infrastructure, ensuring clean water, sewage systems, and transport for millions while contributing to the UN Sustainable Development Goals (SDGs). But behind the technical achievements lies a deeper challenge—modernizing an industry traditionally dominated by European, American, and Australian professionals.

In this episode of NGO Soul + Strategy, I sit down with Arnold Dix, President of ITA, to discuss his iconoclastic leadership approach in making tunneling a more diverse and inclusive profession. Arnold has actively pushed for greater representation of women, people of color, and young engineers, challenging traditional power structures and advocating for regional voices.

As a leader in a global membership-based professional association, Arnold cannot mandate change—he must influence, persuade, and lead by example. What does it take to challenge entrenched norms, navigate resistance, and truly drive transformation? Listen in to find out.

Arnold's Bio

• President of the International Tunnelling Association (ITA), leading efforts to modernize and diversify the profession
• Lawyer, engineer, and scientist, bringing a multidisciplinary perspective to underground infrastructure development
• Champion for diversity in engineering, working to increase representation of women, young engineers, and professionals from non-Western regions
• Global infrastructure expert, contributing to sustainable underground solutions worldwide

We Discuss

• Reforming a global professional association: How Arnold has worked to decentralize power and amplify regional voices
• Breaking industry norms: Making tunneling less exclusive and more diverse, bringing in women, younger professionals, and engineers of color
• Leading without authority: The challenge of influencing rather than mandating change in a global membership-based association
• Managing resistance: How traditional power centers within the industry have responded to his leadership and reforms
• Lessons in delegation: What Arnold would do differently if he could start again
• The bigger picture: How underground infrastructure development supports global dignity and the UN SDGs

Quotes

“I am a change man.”

Resources

ITA-AITES

Arnold's Book

Connect with Arnold Dix on LinkedIn

Follow Arnold on Facbook 

'International man of mystery’ who saved men from Indian tunnel collapse | Australian Story

Let’s stay connected

You can also watch this episode on YouTube and subscribe to be the first to know when new episodes or other thought pieces are released.

Have a challenge or opportunity in your nonprofit or philanthropic organization that you'd like to explore? Feel free to reach out to Tosca directly at tosca(at)5oaksconsulting(dot)org.

And if you’d like more insights on nonprofit leadership, organizational change, and culture, you can follow Tosca on LinkedIn.

Summary

What does it take to lead an organization through a responsible and strategic closure? In this episode, I speak with Amy Miller-Taylor, former Executive Director of Global Integrity, about her experience navigating the complex decision to wind down an organization while ensuring its legacy, people, and resources were safeguarded. We explore the financial and strategic challenges that led to this decision, the leadership lessons Amy learned, and how organizations can approach closure as an intentional and thoughtful process rather than a last resort.

Amy's Bio

• Former Executive Director of Global Integrity, an organization focused on open governance and anti-corruption.
• Deputy Chief of Party, Powered by the People, PartnersGlobal
• Advocate for responsible leadership transitions and sustainable organizational change.
• Experienced in global development, governance, and nonprofit management.

We Discuss:

• Facing financial realities early on: How Amy quickly recognized the urgent need for a new business model upon stepping into leadership.
• The role of transparency in leadership: Why erring on the side of over-communication helped maintain trust and morale among staff.
• Navigating financial and grant structures: The complexities of nonprofit funding and how the fine print of grants can influence an organization’s survival.
• Seeking external counsel: How a small group of peer advisors helped Amy evaluate alternative business models and ensure the decision to close was strategic, not reactive.
• Ensuring an ethical and responsible wind-down: The steps Global Integrity took to transition programs, preserve resources, and document key learnings for the sector.
• Supporting staff during closure: The importance of providing job placement support and ensuring employees had access to career transition resources.
• The administrative side of closure: Legal, financial, and operational considerations when dissolving a nonprofit.
• Shifting power in practice: How Global Integrity’s approach of handing over program leadership to local partners in prior years eased the transition.
• The emotional weight of closing an organization: Amy’s reflections on the psychological toll and how she found meaning in the process.
• Why ending well allows for new beginnings: The importance of reframing closure as part of an organization’s legacy rather than a failure.

Quotes:

• “Closing well was more important than a last-ditch effort to make it work.”
• “Our efforts toward a responsible wind-down, shifting power, and advancing Global Integrity’s mission could have been more impactful if we had embraced the idea of a strategic ending earlier.”

Resources:

• Read Amy’s reflections on some aspects of Global Integrity’s ending
  
  

Let’s stay connected

You can also watch this episode on YouTube and subscribe to be the first to know when new episodes or other thought pieces are released.

Have a challenge or opportunity in your nonprofit or philanthropic organization that you'd like to explore? Feel free to reach out to Tosca directly at tosca(at)5oaksconsulting(dot)org.

And if you’d like more insights on nonprofit leadership, organizational change, and culture, you can follow Tosca on LinkedIn.

Western coaching models weren’t built for African leaders. 

So Nankhonde Kasonde, a Zambian international development as well as a leadership development specialist and certified coach, created something that was.

Nankhonde's Bio:

Nankhonde Kasonde is a Zambian international development specialist, certified leadership coach, and the founder of Zanga, an African leadership assessment and HR analytics company.

As a leadership coach, Nankhonde recognized that African leaders need a coaching framework rooted in African national, regional, and continental values—rather than Western models that do not align with the cultural realities of high-context societies like Zambia.

In high-context cultures, such as those in parts of Africa, China, and Japan, communication is often layered and indirect, relying on shared understanding, relationships, and cultural norms. This contrasts with low-context cultures, where communication tends to be more explicit and direct, as seen in Germany, the Netherlands, and the United States (for example). Recognizing this fundamental difference, Nankhonde developed a coaching framework tailored to African leadership, built on five key cultural dimensions: belief, pride, community, loyalty, and respect.

Through Zanga, she provides African-grounded leadership coaching, self- and 360-degree assessments, and HR analytics that support talent management and organizational development. Her work aims to reshape leadership development in Africa by integrating culturally relevant coaching methodologies that truly resonate with African leaders.

We Discuss:

• How did Nankhonde come to conclude that the Western approaches to coaching were not sufficiently helpful for African clients or tailored to their needs?
•  In what ways were these coaching approaches not culturally appropriate?
• How did Nankhonde set out to develop your new coaching framework?
• What are the components of Nankhonde’s coaching framework for African clients and how it is different from Western or  North-founded frameworks?
• Where does this coaching model diverge from Western ones?

Resources:

Zanga’s LinkedIn page

Nankhonde’s LinkedIn page

Zanga’s website

Let’s stay connected

You can also watch this episode on YouTube and subscribe to be the first to know when new episodes or other thought pieces are released.

Have a challenge or opportunity in your nonprofit or philanthropic organization that you'd like to explore? Feel free to reach out to Tosca directly at tosca(at)5oaksconsulting(dot)org.

And if you’d like more insights on nonprofit leadership, organizational change, and culture, you can follow Tosca on LinkedIn.