A reflection on why the face-to-face dialogue that feels so essential changemaking organizations isn't sufficient for the changes we seek.

How do you keep your organization from reducing to one thing or another? How do you keep your organization both social minded and economically innovative? Try thinking of it all in terms of gift, suggests Mark Sampson.

Who should get in on the business of repairing the world? Public theologian Amy Butler understands why you might say, not the church. But as a minister at a historic church in D.C. she'd also like to gently encourage you to rethink your answer.

What do RFPs and transactionals and sales contracts and non-competes have to do with spirituality? Ironically, I'm finding answers by talking to someone who claims to be neither religious nor spiritual. Give this 29-minute pod a listen for a detail-rich conversation about spiritual capital in the task-list details of organizational life.

Spiritual Capital heads to the streets for this episode captured onsite in Chicago Lawn with a changemaker named Devonta Boston.

Organizational leadership feels a lot like parenthood. What happens when your organization grows up and needs to move out? Shannon Hopkins from Rooted Good talks us through the life and death and life again that can happen when organizations mature.

A think piece about why writing by hand gives me an analogy for what it takes for leaders to recover a sense of what their organization has arrived in the world to say and do.

Gregory Dees once asked about social enterprise, "Where's the church?" In this episode, Scott Becker makes a similar observation regarding civil rights in the health industry and in broader American society.

Corey Kohn talks about all the humans in her spirituality of organizational life. She also turns the interview table around and asks a bunch of questions of the host.

Organizational leaders are cross-pressured to keep economically viable and socially responsible. The intersection of economic and social pressure is hardly new, but right now--in the midst of pandemic and racial upheaval--organizations feel their usual scarcities as an imperative to change and adapt. Urgency, though, can create conditions for naive change. Stephen Lewis advises listening for what Howard Thurman called "the sound of the genuine."