If you are leading a nonprofit, you have probably felt this: something in a role is off, the work keeps fraying at the edges, and you are carrying more and more of the slack yourself. In the last post, we talked about those early signs.Re-done tasks. Late or incomplete reports. Quiet workarounds. Your own follow-up starting to feel like a second job. Naming that is a big step. The next question is the harder one: now what . From where we sit, inside nonprofit finances and s

If you are leading a nonprofit, you already know the feeling.On paper, the role still makes sense. The person has been a good fit. But something in the day-to-day work is starting to feel off, and you cannot quite name it yet. Even when you hire thoughtfully and set people up well, there comes a point, sometimes, when the role, the person, or the season is no longer aligned. And most of the time, you see it first in the work, not in a performance review. From our seat inside

You did the hard work. You posted the role, sorted through applicants, and hired someone you are genuinely excited about. Now the real work starts. Most nonprofit leaders underestimate how much the first 90 days shape whether that great hire becomes a steady cornerstone or a constant question mark. It is rarely about talent alone. It is often about what you do with them once they arrive. On paper, this can sound like something that belongs squarely in HR, not with a bookkeepi