David Rhode: Navigating Non-Profit Leadership

Jeff Schreifels:
Welcome to the podcast, everyone. Thanks for joining me. Today, I have David Rhode as our guest. David is a non-profit consultant and a professor at the University of Pennsylvania. He just released a book, Passion Isn’t Enough: A Practical Guide for Non-profit Leaders, which recently won the Axiom Business Book Awards gold medal for philanthropy. He’s also a former non-profit founder and currently lives in New York City. Okay, it’s time for real talk. Here we go.

David Rhode:
Jeff, good to see you. Good to be here.

Jeff:
Good to see you too. You just wrote a great book, Passion Isn’t Enough. You describe it as a guidebook for non-profit leaders. Why did you feel a guidebook was necessary for our sector?

David:
The need for the book was an outgrowth of conversations I’ve had with non-profit leaders over the last 20 years—especially in the last five, where I’ve focused more on CEO mentoring. I noticed the same challenges were popping up across geography and sector. The people I coach are often younger leaders in smaller organizations—which actually represent most of the sector. I realized I could only coach so many people, but the book could scale that support.

Jeff:
What I love is this feels indispensable—like something a non-profit leader would keep on their desk and reach for when a challenge arises. It's filled with essentials.

David:
That was exactly the idea. This isn’t fiction—you don’t have to read it cover to cover. It’s a reference guide, more like a cookbook. Facing a hiring decision? Go to the team-building chapter. Planning strategically? There’s a chapter for that. I also interviewed 22 non-profit CEOs and subject matter experts to bring in additional voices and best practices. The goal is to give leaders confidence and tools—even just the right questions to ask.

Jeff:
Let’s talk about your background. You were in business, then made a move to the non-profit world. How did that happen?

David:
I had three careers: corporate marketing, then entrepreneurship, then non-profits. Around age 40, I wanted my work to mean more. I had been successful, but I wasn’t sure I had made a real impact. So I went back to school at the University of Pennsylvania, interned, and then launched my own non-profit—Pitching for Baseball and Softball. It wasn’t a traditional path, but it’s where I knew I could make a difference.

Jeff:
What were some early mistakes in launching your non-profit—things the book might’ve helped you avoid?

David:
My original board was all friends and family. They supported me, but I didn’t clarify their roles—especially around fundraising. I avoided hard conversations and expectations, which was a disservice to them and the organization. Eventually, I rebuilt the board with professionals aligned with our mission. That changed everything—reputation, effectiveness, recruitment.

Jeff:
That’s a powerful reminder for founders—building the right board is critical. What advice do you have about making that transition?

David:
Board seats should be precious. If someone says, “I want to join your board,” pause. That’s like getting married on the first date. Take time. Ask about their availability, comfort with fundraising, and connections. It’s about building a high-functioning, aligned team that reflects the seriousness of your mission.

Jeff:
Fundraising can be intimidating. How did you grow more comfortable with it?

David:
I reframed it. I wasn’t taking money—I was offering people the chance to make a difference. Fundraising became less about pressure and more about alignment. I asked better questions and listened deeply. The best fundraisers are great listeners who help match donor interests with organizational needs.

Jeff:
What do non-profit leaders often get wrong about fundraising?

David:
They misunderstand the landscape. Most giving comes from individuals—not grants or corporations. They also fail to make a strong case for support. Donors want evidence of impact. Leaders need systems to track and measure success, then share that story effectively.

Jeff:
What advice do you have for new non-profit CEOs?

David:
Two key things: First, go on a listening tour. Talk to staff, donors, volunteers—ask what’s working and where you can improve. Look for patterns. Second, find a peer support network. Leadership can be isolating, so create a small cohort of leaders to connect with regularly.

Jeff:
You do a lot of consulting—do you see that loneliness often?

David:
Absolutely. I’ve joined groups like Nonprofit Hive, which connects leaders globally. LinkedIn is another place to build community. You have to get out of your bubble and be intentional about making time to connect.

Jeff:
You’ve said running a non-profit is like running a business. How so?

David:
We’re in the business of helping people. But to do that well, we need systems—for hiring, budgeting, accountability. Non-profits need intentional strategies just like any for-profit business. Passion is essential, but it’s not enough. You need competencies and structures to sustain impact.

Jeff:
Your book discusses co-CEO models. Tell us more about that.

David:
It’s a newer strategy, but one that solves key problems—especially around succession planning. It splits the role—one might handle external relationships, the other internal operations. It aligns responsibilities with strengths and protects continuity if one leader moves on.

Jeff:
So much more sustainable. You also discuss branding. How is that different from culture?

David:
Branding is how the outside world perceives you. Culture is how things feel inside the organization. They should align—but they’re distinct. Branding is your external promise, culture is the internal reality.

Jeff:
As a former direct response guy, I used to be anti-brand. Over time, I’ve softened. Where do you land on the brand vs. donor acquisition debate?

David:
We need both. Branding is the long game; acquisition is the short game. The goal is to tell powerful stories that build brand and fundraise at the same time. It’s not either/or—it’s a both/and.

Jeff:
What did you love most about leading your non-profit?

David:
Interacting with both the kids we served and the donors who supported us. Seeing the full circle of impact was deeply rewarding. Whether it was a 12-year-old collecting gear or helping a community after a disaster—those connections made it worthwhile.

Jeff:
What were some of the challenges?

David:
Recruiting strong board members was a constant challenge. It took time and effort to find people who could really move the needle—but when you did, it was transformative.

Jeff:
You left the organization you founded. What was that like?

David:
After 15 years, it felt right. I’d laid a solid foundation, and others were ready to take it further. I had also relocated, which made the transition smoother. It was time.

Jeff:
What does a non-profit leader need for long-term success?

David:
Resilience. Optimism. Creative problem-solving. And a willingness to listen. You also need to build a supportive culture so the burden doesn’t rest entirely on your shoulders. Longevity comes from sharing leadership and staying grounded in your mission.

Jeff:
Well, I want everyone to get this book, Passion Isn’t Enough. Keep it on your desk. You’re going to run into situations where it’s the perfect guide. David, how can people get it?

David:
It’s available online wherever books are sold—Amazon, Barnes & Noble, etc. I’m also on LinkedIn and always happy to connect. And for any organization that gets the book for their whole board, I’ll Zoom into a board meeting to answer questions. I love hearing how people are using the book.

Jeff:
That’s so generous. Thank you, David, for joining me today and sharing your story and advice. This has been such a meaningful conversation.

David:
Thanks, Jeff. I really enjoyed it.