Explorez tous les épisodes du podcast The New For Purpose CEO

Are your skills transferable to the not-for-profit sector? If you're considering a move from corporate leadership, professional services or a commercial business into a for-purpose organisation, you may have more relevant experience than you realise.

In this episode of The NFP CEO Podcast, Michelle shares lessons from her own transition from private practice as a finance and corporate lawyer into business development, strategy and not-for-profit CEO role.

She explains why commercial experience is valuable in the for-purpose sector, how success is measured differently, and what aspiring not-for-profit leaders need to understand about funding, governance, stakeholder relationships and working with limited resources.

• How to identify your transferable skills: Why commercial acumen, financial management, negotiation, business development, operations and data skills are relevant to not-for-profit leadership.
• How to connect your skills to purpose: How to explain the contribution you want to make, even if your role won't involve direct service delivery.
• What success looks like in a not-for-profit: How financial sustainability supports broader goals such as service delivery, advocacy and social change.
• Why stakeholder management matters: How to navigate the different priorities of boards, funders, government, donors, staff, clients, families, volunteers and regulators.
• What to expect from resource constraints: Why you may need to take a hands-on approach and find practical ways to deliver results with smaller teams and less internal support.
• How to build a strong CEO–board relationship: Why understanding governance, delegations, communication and the respective roles of the CEO and board is essential.
• Why collaboration and consultation are important: How decision-making and working across organisational boundaries can differ from the private sector.
• How to prepare for the transition: Ways to learn about your chosen sector, including volunteering, attending sector events and speaking with people already working in it.
• How to answer “Why do you want to work in the for-purpose sector?”: Why a specific, credible explanation is more persuasive than simply saying you want to give back.

Before applying for a not-for-profit leadership role, take time to understand the organisation's funding model, regulatory environment, beneficiaries and key stakeholders. Think about how your existing skills would apply in that context, and be ready to explain how you would use them to support the organisation's purpose.

Michelle's central message is that your commercial experience can be a significant asset. The transition is about learning the sector, adapting your approach and understanding what success means in a purpose-led organisation.

Listen to the episode to learn how to prepare for a move into the for-purpose sector and make your existing experience relevant to a new leadership context.

Connect with us:

LinkedIn: The NFP CEO: Overview | LinkedIn

Website: thenfpceo.com.au

Michelle Cutler: Michelle Cutler | LinkedIn

Danielle Ballantine: Danielle Ballantine | LinkedIn

What do you do when the executive team that got your organisation to where it is today is no longer the team you need for the future?

In this episode of The NFP CEO, Michelle and Danielle explore how nonprofit and for-purpose CEOs can approach executive team restructuring following growth, a merger, changes in funding or a shift in strategic direction.

They discuss how to recognise when leadership capabilities no longer match organisational needs, assess the skills required to deliver your strategy, and make difficult decisions without letting personal relationships dictate the structure.

In this episode, you'll learn:

• The warning signs that your executive team may no longer fit your organisation.
• How to assess leadership capability against your three-to-five-year strategy.
• Why you should design roles around organisational needs, not individual personalities.
• How to improve role clarity, reporting lines and executive accountability.
• When to seek independent advice, and how to involve your board.
• How to communicate a restructure and manage redundancies with dignity and respect.

A practical takeaway for CEOs: Start with your strategy, define the capabilities and structure you need, then assess your existing team against those requirements. Don't start with the people and build the structure around them.

Executive restructuring isn't necessarily a judgement on past performance. It's about ensuring your leadership team has the capability to deliver your organisation's future mission.

Listen to the episode for practical guidance on making difficult leadership decisions with clarity, fairness and purpose.

Reach out if you are looking for support in restructuring or building your senior leadership team.

Connect with us:

LinkedIn: The NFP CEO: Overview | LinkedIn

Website: thenfpceo.com.au

Michelle Cutler: Michelle Cutler | LinkedIn

Danielle Ballantine: Danielle Ballantine | LinkedIn

What if being a better CEO doesn’t mean having all the answers?

In this episode, Michelle and Danielle speak with Jim Brown, author of The Imperfect CEO and The Imperfect Board Member, about what it really takes to lead when you don’t and can’t have all the answers.

They explore how CEOs can use humility, complementary leadership strengths and healthy disagreement to build stronger executive teams and more effective organisations.

• Why CEOs need to stop trying to appear perfect
• How acknowledging your weaknesses can strengthen your leadership team
• Creating a culture where people feel safe to challenge the CEO
• Why humility strengthens authority rather than diminishing it
• The CEO’s role as a “translator” between the board and executive team
• The critical distinction between the board’s “what” and management’s “how”
• How boards can avoid slipping into operational management
• Turning disagreement into better decision-making

Ask yourself: Where am I trying to be the expert when I actually need to create space for someone else’s expertise?

Great leadership is about creating the conditions for the right people to bring their best thinking.

Access to the book: The Imperfect CEO: Making the Climb to Organizational Health

Connect with Jim Brown: linkedin.com/in/authorjimbrown

Connect with The NFP CEO:

LinkedIn: The NFP CEO: Overview | LinkedIn

Website: thenfpceo.com.au

Michelle Cutler: Michelle Cutler | LinkedIn

Danielle Ballantine: Danielle Ballantine | LinkedIn

AI is quickly becoming another tool in the CEO toolkit, but how can a not-for-profit CEO actually use it in the day-to-day work of leading an organisation?

In this episode of The NFP CEO, Danielle shares five practical ways she uses Microsoft Copilot in her own CEO role.

This episode is about using AI as a CEO's chief of staff, strategic thinking partner and productivity amplifier.

Danielle explains how she uses AI to:

1. Create a personalised AI assistant

2. Build a CEO weekly briefing

3. Create slide decks and presentations faster

4. Improve board reports and business cases

5. Use AI as a strategic thinking partner

The most useful application of AI may not be automating tasks.

It may be reducing cognitive load while increasing the quality of CEO thinking and communication.

AI can act as a readily available Chief of Staff, strategic adviser and thinking partner but the CEO still needs to provide the judgement, context and accountability.

And one final rule: AI makes mistakes. Check the output before you send it, publish it or rely on it.

Connect with us:

LinkedIn: The NFP CEO: Overview | LinkedIn

Website: thenfpceo.com.au

Michelle Cutler: Michelle Cutler | LinkedIn

Danielle Ballantine: Danielle Ballantine | LinkedIn

What happens when the problem isn’t one difficult executive, but the executive team itself?

In this episode of The NFP CEO Podcast, Michelle and Danielle explore what CEOs can do when their leadership team is operating in silos, avoiding difficult conversations, undermining decisions or relying on the CEO to resolve disputes.

They discuss:

• The difference between healthy debate and destructive conflict
• Why CEOs need to look at their own leadership role in creating or reinforcing dysfunction
• How functional silos can affect the people and communities an organisation serves
• Why CEOs need to set clear expectations for executive team behaviour
• The importance of accountability for leadership behaviours, not just functional performance
• When coaching, mediation or other interventions may be appropriate
• Why an executive team needs to think beyond individual portfolios and take an organisation-wide view

A key message for CEOs: you can’t manage around executive team dysfunction indefinitely.

If the leadership team isn’t functioning as a team, it ultimately becomes the CEO’s responsibility to address it.

Listen to the episode for a practical conversation about leading a high-performing executive team in a not-for-profit organisation.

Connect with us:

LinkedIn: The NFP CEO: Overview | LinkedIn

Website: thenfpceo.com.au

Michelle Cutler: Michelle Cutler | LinkedIn

Danielle Ballantine: Danielle Ballantine | LinkedIn

High-performing leaders don’t always make a high-performing leadership team.

In this episode of The NFP CEO, Michelle and Danielle explore how CEOs can build a more aligned, cohesive executive team. They discuss shared priorities, collective accountability, healthy disagreement, decision-making and leading beyond individual functions to achieve the best outcomes for the organisation.

This episode covers:

1. Building a cohesive senior leadership team – Moving from high-performing functional leaders to one aligned executive team.
2. Shared priorities and organisational strategy – Ensuring leaders focus on what the organisation needs to achieve, not just their own functions.
3. Healthy disagreement and decision-making – Creating space for debate while achieving alignment and collective accountability.
4. The CEO’s role in leadership alignment – Setting clear expectations, decision-making responsibilities and leading across the organisation.
5. Breaking down silos and strengthening culture – Improving collaboration, resource allocation and consistent communication across teams.

Connect with us:

LinkedIn: The NFP CEO: Overview | LinkedIn

Website: thenfpceo.com.au

Michelle Cutler: Michelle Cutler | LinkedIn

Danielle Ballantine: Danielle Ballantine | LinkedIn

What does your brand actually say about your organisation and does it match the experience people have when they deal with you?

In this episode of The NFP CEO, we chat with Chelsea Beech, founder of Beech Agency, about why branding, communications and audience engagement matter so much for not-for-profits and for-purpose organisations.

Chelsea shares a practical way for CEOs and leadership teams to think about their zone of unique value — moving beyond jargon like “unique value proposition” to ask a much more useful question: what makes our organisation valuable and relevant to the people we most want to reach?

We talk about:

• Finding your organisation’s zone of unique value
• Why understanding your audience is just as important as understanding what you do
• Bringing frontline and operational teams into brand and strategy conversations
• Creating consistency across fundraising, marketing, corporate communications and the wider organisation
• The changing expectations of donors, particularly younger generations
• Why trust, transparency and accountability are increasingly important in charity communications
• Using storytelling to explain not just what you do, but how and why you do it
• Why brand is much more than a logo, colours or fonts
• How CEOs can assess whether their organisation’s messaging is clear, compelling, consistent and confident
• How to make the business case for brand investment to your board

One of Chelsea’s most useful reminders is that your brand is ultimately about the place your organisation holds in the hearts and minds of the people you serve, your supporters, your employees and your wider community.

For NFP leaders, that makes brand much bigger than marketing. It is about the experience of your organisation and whether everything you do tells the same story.

Beech Agency | Strategy & creative for non-profit & for-purpose orgs

Connect with us:

LinkedIn: The NFP CEO: Overview | LinkedIn

Website: thenfpceo.com.au

Michelle Cutler: Michelle Cutler | LinkedIn

Danielle Ballantine: Danielle Ballantine | LinkedIn

Financial management is about much more than balancing the books. For not-for-profit CEOs and boards, understanding the numbers is critical to financial sustainability, managing risk and delivering on mission.

In this episode, Michelle and Danielle are joined by Tom Nisevic, an experienced CFO and business transformation leader, to explore how NFP leaders can use financial insight to make better strategic decisions.

• What every NFP CEO should know about their organisation’s finances
• Why “no margin, no mission” matters
• Understanding the true cost of delivering impact
• Managing funding concentration risk and diversification
• How CEOs should use budgets and forecasts to look forward, not just backward
• The importance of understanding the assumptions behind the numbers
• Building an effective CEO-CFO partnership
• The CFO’s role in board governance and decision-making
• Why every board paper should answer the question: “So what?”
• Creating a culture where CFOs can challenge thinking
• Why the CFO should be a strategic partner, not the “bad cop”

Your CFO should be much more than the person who reports the numbers.

A strong CEO-CFO partnership connects financial performance, strategy, risk, opportunity and organisational impact — helping NFPs make informed decisions and build long-term financial resilience.

As Tom puts it, sustainable performance is about:

Results × Behaviours

Because in the NFP sector, financial sustainability isn't separate from mission — it enables the mission.

Connect with us:

LinkedIn: The NFP CEO: Overview | LinkedIn

Website: thenfpceo.com.au

Michelle Cutler: Michelle Cutler | LinkedIn

Danielle Ballantine: Danielle Ballantine | LinkedIn

Cybersecurity is a CEO and Board responsibility, not something you delegate to the IT crowd.

In this episode, we explore five practical actions NFPs can take now to reduce cyber risk and protect people, data and service continuity.

1. Enable MFA everywhere
2. Train your people
3. Limit access
4. Test recovery
5. Patch, monitor and test

If your organisation suffered a major cyberattack tomorrow, could you protect your data, recover your systems and continue delivering essential services?

Cybersecurity is now a core part of NFP governance, risk management and organisational resilience. This may be the prompt you need to review how you protect your data, your people and community.

Connect with us:

LinkedIn: The NFP CEO: Overview | LinkedIn

Website: thenfpceo.com.au

Michelle Cutler: Michelle Cutler | LinkedIn

Danielle Ballantine: Danielle Ballantine | LinkedIn

How do you move beyond “apply for everything” and build a sustainable funding strategy?

In this episode, Michelle and Danielle are joined by Jo Garner, CEO and founder of Strategic Grants, to unpack what it really takes to secure grant funding.

Jo brings more than 30 years of experience across the for-profit and not-for-profit sectors and has worked with thousands of organisations across Australia and New Zealand. She shares why successful grant seeking starts long before the application is written — with strategy, planning, strong governance, clear priorities and genuine relationships with funders.

We explore:

• What it means to be “funder ready”
• Why grant seeking should start with your organisation’s strategic plan and mission
• How to avoid the “spray and pray” approach to grant applications
• Why the best grant application is often determined before the writing begins
• How to identify and package projects that are genuinely fundable
• What funders want to see when assessing need, capability, outcomes and impact
• How to build a funding prospect pipeline
• Why relationships with funders are critical to sustainable philanthropic support
• What should stay in-house and what can be outsourced
• How CEOs, boards and fundraising teams can manage funder relationships effectively
• Using AI to improve grant-writing efficiency without losing your organisation’s voice, authenticity and confidentiality
• How the rise of AI-generated applications could change the way funders assess open funding rounds
• Why brand, reputation and networking may become increasingly important in getting noticed by funders
• What happens after you win: acquittal, stewardship and nurturing the funder relationship
• Why organisations need to be careful about growing faster than their capacity to deliver

Grant writing is only one part of successful grant seeking.

The real work starts much earlier: understanding your mission, identifying your priorities, building evidence around need, developing fundable projects, researching the right funding opportunities and building authentic relationships with potential funders.

As Jo puts it, the goal is to become “funder ready” creating a proactive, strategic and repeatable approach to funding rather than relying on last-minute applications.

Strategic Grants | Secure Grant Funding for Nonprofits

Connect with us:

LinkedIn: The NFP CEO: Overview | LinkedIn

Website: thenfpceo.com.au

Michelle Cutler: Michelle Cutler | LinkedIn

Danielle Ballantine: Danielle Ballantine | LinkedIn

Board committees can be a powerful governance tool for NFP CEOs — but only when they are used effectively.

In this episode of The NFP CEO, Michelle and Danielle discuss how CEOs can use committees to:

• Test business cases, recommendations and assumptions before they reach the board
• Keep operational detail out of the boardroom
• Strengthen board decision-making and assurance
• Avoid duplicating discussions between committees and the board
• Work effectively with committee chairs
• Use committees as a sounding board for complex issues
• Showcase executive capability and organisational bench strength
• Maintain clear terms of reference, roles and responsibilities

They also explore what to do when committees become too operational, how to avoid “no surprises” when reworking board papers, and how CEOs can help boards spend more time on strategy and less time on operational detail.

Topics: NFP governance, board committees, NFP CEOs, board governance, CEO and board relationships, committee terms of reference, strategic governance.

Connect with us:

LinkedIn: The NFP CEO: Overview | LinkedIn

Website: thenfpceo.com.au

Michelle Cutler: Michelle Cutler | LinkedIn

Danielle Ballantine: Danielle Ballantine | LinkedIn

Change is constant in the NFP sector and it's accelerating. So how can CEOs and leaders help their people navigate uncertainty, change fatigue and organisational transformation?

In this episode of The NFP CEO Podcast, we speak with Clare Edwards from Brain Smart People Development about the neuroscience of change leadership and what it means for NFP leaders.

We explore:

• Why change fatigue is becoming a major leadership challenge
• How neuroscience explains our response to uncertainty and change
• Why traditional change management approaches aren't always enough
• How leaders can build psychological safety, agency and autonomy
• Practical tools for managing uncertainty, including the Circle of Certainty
• Why leaders need to create dialogue rather than simply communicate
• How empathy, self-awareness and storytelling can improve change leadership
• Why CEOs need to help people become more comfortable with uncertainty and ambiguity
• The importance of listening to sceptics and creating genuine employee engagement

For NFP CEOs and leaders navigating reform, restructuring, funding uncertainty or organisational transformation, this conversation offers practical insights into leading people through change while keeping the human element at the centre.

Guest: Clare Edwards: Human-centred Professional Development

Connect with us:

LinkedIn: The NFP CEO: Overview | LinkedIn

Website: thenfpceo.com.au

Michelle Cutler: Michelle Cutler | LinkedIn

Danielle Ballantine: Danielle Ballantine | LinkedIn

How much money should a not-for-profit have in reserve? Is three months of operating expenses enough? Six months? Or should your board be thinking about reserves in a completely different way?

In this episode of The NFP CEO Podcast, Michelle and Danielle unpack a misunderstood area of nonprofit financial governance: reserves policies.

Many charities and not-for-profits either don't have a reserves policy or rely on outdated rules of thumb that don't reflect today's operating environment. With increasing financial uncertainty, government funding changes, marketisation of services, and growing cash flow pressures, having a clear reserves strategy has never been more important.

Rather than focusing only on how much money should sit in the bank, this episode explores why organisations hold reserves, when they should be used, and how boards can make better strategic decisions about their financial sustainability.

In this episode you'll learn:

• What a reserves policy is and why you should have one
• How much money a not-for-profit should keep in reserve
• Why "three months' operating costs" isn't always the right answer
• The difference between a reserves policy and a minimum reserves policy
• How to calculate reserve requirements using organisational wind-up costs
• When it is appropriate to use financial reserves
• How reserves can fund growth, innovation, acquisitions and strategic investment to meet purpose
• Why reserves improve board governance and CEO decision-making
• The growing importance of reserves as government-funded services move to payment in arrears
• How annual board discussions about reserves strengthen organisational strategy and risk management

Whether you're a CEO, board director, CFO or finance manager, this episode will help you rethink what financial resilience looks like in today's nonprofit environment.

Listen now to discover how a well-designed reserves policy can become one of your organisation's most powerful governance and strategic planning tools.

Connect with us:

LinkedIn: The NFP CEO: Overview | LinkedIn

Website: thenfpceo.com.au

Michelle Cutler: Michelle Cutler | LinkedIn

Danielle Ballantine: Danielle Ballantine | LinkedIn

The relationship between a not-for-profit CEO and their board chair is arguably the most important leadership relationship. When it's working well, it creates trust, clarity and better governance. When it's under strain, it can affect decision-making, organisational culture, executive performance and mission impact.

In this episode of The NFP CEO Podcast, Michelle and Danielle unpack the realities of the Chair–CEO relationship, exploring why tension develops, how CEOs can identify early warning signs, and practical strategies for strengthening one of the most critical partnerships in nonprofit leadership.

Whether you're a first-time CEO, an experienced executive, a board chair or a director, this episode offers practical advice for creating a productive, respectful and high-performing governance relationship.

• Why the Chair–CEO relationship is the foundation of effective nonprofit governance.
• The common causes of tension between CEOs and board chairs.
• How unresolved conflict impacts organisational culture, leadership teams and board effectiveness.
• Why most Chair–CEO challenges are situational rather than personal.
• How CEOs can identify the real source of conflict before it escalates.
• The importance of regular communication and structured CEO–Chair check-ins.
• How to have difficult conversations without damaging the relationship.
• Why focusing on issues—not personalities—leads to better governance outcomes.
• Strategies for working with an overcommitted board chair.
• Practical advice for first-time CEOs building relationships with their board.
• How experienced CEOs can support first-time board chairs while maintaining good governance.
• What to do when your board publicly challenges your proposal or business case.
• Why curiosity and inquiry are more effective than defensiveness in the boardroom.
• How to receive criticism professionally and move discussions towards constructive outcomes.
• Why understanding your Chair's communication and leadership style matters.
• How to build trust over time through consistency, transparency and strategic alignment.

The most effective leaders avoid making disagreements personal. Instead, they remain focused on organisational outcomes, ask thoughtful questions and work collaboratively to find solutions that benefit the organisation.

When CEOs approach difficult governance conversations with curiosity rather than defensiveness, they strengthen both their leadership and the effectiveness of their board.

Connect with us:

LinkedIn: The NFP CEO: Overview | LinkedIn

Website: thenfpceo.com.au

Michelle Cutler: Michelle Cutler | LinkedIn

Danielle Ballantine: Danielle Ballantine | LinkedIn

What keeps non-profit CEOs going when the pressure never seems to stop?

In this episode, we sit down with leadership researcher and resilience expert Dr Alison Taylor to explore one of the most critical capabilities for today's nonprofit leaders: resilience.

From funding uncertainty and workforce shortages to regulatory reform, board expectations and growing community demand, not for profit CEOs are leading in an environment where constant change has become the norm.

Dr Taylor explains why resilience is something you're born with AND a leadership capability that can be intentionally developed. Together, we unpack the practical habits, mindsets and systems that help leaders remain effective, make better decisions under pressure and sustain their wellbeing over the long term.

Whether you're a CEO, executive or emerging leader, this conversation offers practical strategies to move beyond survival mode and build resilience that lasts.

1. Why resilience is a capability, not just a personality trait
2. The four pillars of leadership resilience
3. How to build and protect your resilience reserves
4. The role of trust in reducing leadership stress
5. How to build a strong support network as a leader
6. Moving from reactive leadership to intentional resilience
7. Why the skills that get you into a CEO role aren't always the ones that sustain you

If you enjoyed this episode, please subscribe, leave a review and share it with another nonprofit leader who could benefit from the conversation.

Strong organisations need resilient leaders—and resilience is something we can all continue to build.

LinkedIn: The NFP CEO: Overview | LinkedIn

Website: thenfpceo.com.au

Michelle Cutler: Michelle Cutler | LinkedIn

Danielle Ballantine: Danielle Ballantine | LinkedIn

What does truly inclusive leadership look like?

In this episode of The NFP CEO, Michelle and Danielle speak with Jo-Anne Hewitt, CEO of Achieve Australia, and Finn, CEO of Outloud and participant in the Disability Leadership Institute's CEO Internship Program.

They discuss how creating pathways for leaders with lived experience of disability strengthens organisations, improves governance, and challenges traditional ideas of executive leadership.

1. Why inclusive leadership is more than diversity.
2. How lived experience strengthens executive decision-making.
3. Practical ways CEOs can create more inclusive workplaces.
4. Lessons from the Disability Leadership Institute's CEO Internship Program.
5. Why challenging traditional recruitment and leadership pathways benefits everyone.

Whether you lead a charity, NDIS provider or other not-for-profit, this conversation offers practical insights into building stronger, more diverse leadership.

Disability Leadership Institute

Achieve Australia - tailored disability services in Sydney

Connect with us:

LinkedIn: The NFP CEO: Overview | LinkedIn

Website: thenfpceo.com.au

Michelle Cutler: Michelle Cutler | LinkedIn

Danielle Ballantine: Danielle Ballantine | LinkedIn

Many NFP leaders know they should be influencing government, yet too often advocacy becomes reactive, driven by crises, or focused on raising problems rather than presenting solutions.

In this episode of The NFP CEO, Michelle and Danielle are joined by advocacy strategist Louise Yablsey to unpack what effective advocacy really looks like and how CEOs can build long-term influence with governments, departments and decision-makers.

Whether you're a CEO of a service provider, a peak body or a growing for-purpose organisation, this conversation provides practical advice on creating an advocacy strategy that delivers impact.

In this episode, you'll learn:

• Why advocacy is a core responsibility for many not-for-profit CEOs and not an optional extra.
• The distinction between advocacy and activism.
• Why the most effective advocacy strategies focus on influencing a small number of key decision-makers.
• How to move beyond simply highlighting problems and instead present solutions government can act on.
• Common advocacy mistakes that limit influence and waste valuable resources.
• How CEOs can build trusted relationships with ministers, MPs, advisers and senior public servants.
• Why advocacy should be embedded across your organisation's communications, not treated as a standalone activity.
• Practical ways boards can support advocacy without becoming involved in day-to-day implementation.
• Meaningful advocacy metrics that go beyond counting meetings and submissions.
• How to measure influence, build credibility and strengthen your organisation's reputation over time.

Listen if you're:

• A CEO or executive in the not-for-profit or for-purpose sector.
• A board director wanting to better understand advocacy governance.
• Leading an organisation through policy reform or funding change.
• Building relationships with government or departmental leaders.
• Looking to develop a more strategic and effective advocacy approach.

Subscribe to The NFP CEO for practical conversations on leadership, governance, strategy and the real-world challenges facing today's not-for-profit CEOs.

Louise Yabsley - Watt Advocacy & Communications

Complimentary Advocacy Template to get you started: So where do we start? Creating an effective advocacy strategy, not just a to do list - Watt Advocacy & Communications

Connect with us:

LinkedIn: The NFP CEO: Overview | LinkedIn

Website: thenfpceo.com.au

Michelle Cutler: Michelle Cutler | LinkedIn

Danielle Ballantine: Danielle Ballantine | LinkedIn

Board papers are one of the most important tools a CEO has to support effective governance. Yet they're also one of the most common sources of frustration between CEOs and boards.

In this episode of The NFP CEO Podcast, Michelle and Danielle unpack the three biggest complaints directors raise about board papers and share practical strategies CEOs can use to improve board reporting, strengthen board relationships, and drive better governance outcomes.

If you've ever heard feedback that your board papers are too long, unclear, too detailed, or not strategic enough, this episode is for you.

One of the most common director frustrations is reading an entire board paper and still not knowing:

1. Why they're receiving it
2. Whether a decision is required
3. What action they need to take
4. What feedback is being sought

A consistent board paper template can dramatically improve board engagement and decision-making.

Many CEO reports become lengthy lists of meetings, activities, and operational updates.

The discussion explores how CEOs can structure reporting around strategic priorities and strategic pillars, helping directors connect operational activity to organisational outcomes and long-term strategy.

Trust between a CEO and board can quickly erode when directors feel important information is buried in lengthy reports.

Rather than avoiding bad news, effective CEOs demonstrate leadership by showing that risks have been identified, assessed, and are actively being managed.

✔ Make the purpose of every board paper clear from the first page.

✔ Tell directors exactly what you need from them - decision, discussion, feedback, or noting.

✔ Move beyond activity reporting and provide strategic insights.

✔ Structure CEO reports around strategic priorities rather than chronological updates.

✔ Report risks openly and explain how management is responding.

✔ Focus on helping directors govern strategically rather than drawing them into operational detail.

✔ Remember that effective board papers build trust, improve governance, and create better board conversations.

Download our free resource: NFP CEO Resources: Empowering Nonprofit Leaders

Connect with us:

LinkedIn: The NFP CEO: Overview | LinkedIn

Website: thenfpceo.com.au

Michelle Cutler: Michelle Cutler | LinkedIn

Danielle Ballantine: Danielle Ballantine | LinkedIn

The power of no.

As a not-for-profit CEO, opportunities come at you from every direction—boards with big ideas, funders with new initiatives, partnership proposals, and emerging community needs. The challenge isn't finding opportunities; it's deciding which ones deserve a yes.

In this episode of The NFP CEO, Michelle and Danielle unpack a practical decision-making framework to help leaders assess strategic opportunities with confidence. Rather than relying on instinct, optimism, or pressure from others, they explore how CEOs can evaluate opportunities through multiple lenses to determine whether they truly advance the organisation's purpose and strategy.

Sometimes the most strategic leadership decision is saying no.

In This Episode

1. Why CEOs and boards often default to saying "yes"
2. The hidden costs of pursuing every opportunity
3. The difference between asking "Can we do this?" and "Should we do this?"
4. How to create a structured framework for strategic decision-making
5. Why saying yes to one thing always means saying no to something else
6. The role of strategic fit, culture, capability, and stakeholder impact
7. When collaboration may be a better option than ownership
8. Why pilots can be a powerful way to test opportunities safely
9. How to distinguish between opportunities that propel the organisation forward and those that become anchors

Access to the NO-FRAME matrix: NFP CEO Resources: Empowering Nonprofit Leaders

Connect with us:

LinkedIn: The NFP CEO: Overview | LinkedIn

Website: thenfpceo.com.au

Michelle Cutler: Michelle Cutler | LinkedIn

Danielle Ballantine: Danielle Ballantine | LinkedIn

Are your people disengaged or simply overwhelmed?

In this episode of The NFP CEO, Michelle and Danielle explore why employee engagement, workplace resilience and staff retention are increasingly challenging in the not-for-profit sector. Drawing on research about the "quiet erosion of hope at work", they discuss how funding pressures, increasing demand, compliance requirements and resource constraints impact workplace culture.

The conversation examines the critical role of middle managers in shaping employee experience, why engagement is often a team-level issue rather than an organisation-wide problem, and what CEOs can do to build resilient, high-performing teams.

In this episode:

1. Employee engagement and workplace culture in not-for-profits
2. The link between leadership, resilience and staff retention
3. People leave managers, not organisations
4. Supporting middle managers to lead effectively
5. Managing workload, burnout and capacity constraints
6. Creating psychological safety and feedback cultures
7. Communicating priorities during organisational change
8. Building stronger teams through recognition and connection

Purpose attracts great people to the for-purpose sector, but purpose alone isn't enough. CEOs who invest in leadership capability, clear communication and manager support create workplaces where people can thrive, even in challenging environments.

Article referenced in episode: The Quiet Erosion of Hope at Work | Everything DiSC

Connect with us:

LinkedIn: The NFP CEO: Overview | LinkedIn

Website: thenfpceo.com.au

Michelle Cutler: Michelle Cutler | LinkedIn

Danielle Ballantine: Danielle Ballantine | LinkedIn

Psychological safety is everywhere right now, but what does it actually mean for CEOs and leaders in the for-purpose sector?

In this episode, Michelle speaks with workplace law expert, author, and advisor Fay Calderone about why psychological safety has become a critical leadership, governance, and legal responsibility.

Drawing on more than 25 years of experience in workplace law, compliance, and culture, Fay unpacks the practical realities of creating workplaces built on trust rather than fear. Together, they explore what psychological safety looks like in high-pressure environments, why wellness programs alone won't solve the problem, and what leaders can do when workload, change, uncertainty, and vicarious trauma are part of everyday work.

1. What psychological safety actually means in practice
2. The difference between workplaces driven by fear and those built on trust
3. Why workload, change, role clarity, and communication matter more than ever
4. How CEOs can create safer cultures without adding another overwhelming initiative
5. The growing governance and compliance obligations around psychosocial risk
6. Lessons from real workplace cases that every NFP leader should understand
7. Why boards need to be part of the conversation too

If you're leading through uncertainty, managing workforce pressures, or trying to build a stronger culture, this episode offers practical insights you can apply immediately.

Guest: Fay Calderone, author of Broken to Safe and workplace law specialist helping organisations build respectful, inclusive, and psychologically safe workplaces.

Connect with us:

LinkedIn: The NFP CEO: Overview | LinkedIn

Website: thenfpceo.com.au

Michelle Cutler: Michelle Cutler | LinkedIn

Danielle Ballantine: Danielle Ballantine | LinkedIn

In this episode of The NFP CEO, Michelle and Danielle unpack why alliances between not-for-profit organisations often start with strong intent but struggle over time.

They explore what makes an alliance different from a merger or joint venture, and why clarity, governance, relationship management, and mutual benefit are critical to long-term success.

The conversation covers:

1. Why alliances are formed in the NFP sector
2. The risks of unclear roles and expectations
3. How scope creep quietly destabilises partnerships
4. The impact of leadership changes
5. Why cultural alignment matters
6. Governance and decision-making challenges
7. Conflict resolution and escalation processes
8. The importance of ongoing relationship investment

Michelle and Danielle also discuss a mistake organisations make: assuming goodwill alone will sustain an alliance.

Without regular check-ins, clear accountability, and agreed ways of working, even well-intentioned collaborations can drift off track.

This episode is essential listening for CEOs and senior leaders who are:

1. Entering an alliance
2. Managing an existing collaboration
3. Inheriting a partnership after leadership change
4. Navigating tensions within a multi-organisation arrangement

For more conversations on not-for-profit leadership, governance, strategy, and sector reform, visit

LinkedIn: The NFP CEO: Overview | LinkedIn

Website: thenfpceo.com.au

Michelle Cutler: Michelle Cutler | LinkedIn

Danielle Ballantine: Danielle Ballantine | LinkedIn

What does the 2026 federal budget mean for not-for-profit leaders?

In this episode of The NFP CEO, Michelle and Danielle speak with advocacy expert Louise Yabsley about what the latest Australian Federal Budget means for the sector and how CEOs can turn disappointment into opportunity.

Drawing on her experience in government policy, lobbying and budget strategy, Louise breaks down why this was one of the toughest federal budgets in recent years, what it signals for the care economy and reforms, and why not-for-profit advocacy needs to shift from reactive campaigning to long-term, solution-focused influence.

You’ll learn how NFP CEOs can work with boards, peak bodies and government stakeholders to build stronger advocacy strategies, influence policy decisions, and position their organisations ahead of the next budget cycle.

1. Key federal budget takeaways for Australian not-for-profits
2. What the budget means for the care economy reform
3. Why advocacy is a long game, not a one-off campaign
4. How to engage effectively with ministers, advisers and departments
5. Practical steps to build an advocacy strategy that gets results
6. Why evidence alone isn’t enough to influence government
7. A month-by-month advocacy timeline for NFP CEOs

If you're leading a not-for-profit organisation, navigating government funding uncertainty, or looking to strengthen your advocacy strategy, this episode offers practical guidance on influencing policy and funding outcomes.

Louise Yabsley: Louise Yabsley | LinkedIn

Watt Advocacy: Home - Watt Advocacy & Communications

Connect with us:

LinkedIn: The NFP CEO: Overview | LinkedIn

Website: thenfpceo.com.au

Michelle Cutler: Michelle Cutler | LinkedIn

Danielle Ballantine: Danielle Ballantine | LinkedIn

Are traditional vision statements still relevant for today’s not-for-profit and for-purpose organisations?

In this episode of The NFP CEO Podcast, Michelle and Danielle debate: is the vision statement still serving a purpose, or has it become outdated corporate language that no longer resonates?

As organisations revisit their strategic plans, purpose statements, mission and values, many are moving away from broad, idealistic vision statements toward language that feels more practical, meaningful and directly connected to their work.

Michelle and Danielle explore why this shift is happening, what it means for not-for-profit leadership, and how CEOs can create organisational statements that genuinely guide strategy, culture and decision-making.

In This Episode

1. Why many not-for-profit organisations are reconsidering traditional vision statements
2. The difference between vision, purpose and mission - is there one?
3. Whether broad aspirational statements still inspire staff and stakeholders
4. Why many “big sweeping” vision statements fail to connect to day-to-day work
5. Why purpose comes before vision in strategic planning
6. How CEOs can ensure organisational purpose is meaningful across all levels of the organisation
7. The risks of overly vague or grandiose organisational statements
8. How vision and purpose should influence strategic decision-making
9. Why organisational statements must resonate with funders, boards, staff and stakeholders
10. Practical questions CEOs should ask when reviewing their strategic framework

Listen Now

If you’re leading a strategic planning process, reviewing your organisational purpose, or questioning whether your current vision statement still fits, this episode offers practical insight for navigating the conversation.

Subscribe to The NFP CEO Podcast for practical conversations on not-for-profit leadership, strategy and sector transformation.

Connect with us:

LinkedIn: The NFP CEO: Overview | LinkedIn

Website: thenfpceo.com.au

Michelle Cutler: Michelle Cutler | LinkedIn

Danielle Ballantine: Danielle Ballantine | LinkedIn

(and other workplace crimes against productivity)

We’ve all been there.

You’re sitting in a meeting, mentally calculating how many actual tasks you could have completed in the time it’s taken someone to read aloud the exact words already displayed on slide 14 of a PowerPoint deck.

Somewhere between “next slide please” and “we’ll circle back on that,” you’re wondering if this meeting is where organisational productivity goes to die......

In this episode of The NFP CEO, Michelle and Danielle tackle one of the great frustrations of organisational life: bad meetings.

From meetings that should have been emails, to the dreaded round-the-room updates no one needed, to executives somehow being triple-booked (because cloning technology hasn’t reached the for-purpose sector), this episode unpacks what CEOs can do to create a meeting culture that actually respects people’s time.

Why bad meetings are more than just annoying: They’re expensive, frustrating, and a surprisingly effective way to drain organisational momentum.

The “Death by PowerPoint” epidemic: A subtle reminder that slides are visual aids, not bedtime stories.

What every meeting should answer before it starts:

• Why are we meeting?
• Who actually needs to be here?
• What outcome are we aiming for?
• Could this, in fact, have been an email?

(If the answer to that last one is yes… you know what to do.)

Why CEOs need to set the meeting culture: From punctuality expectations to pre-reading accountability, meeting standards start at the top.

The difference between updates, discussions and decisions: Not every gathering requires everyone, every time. Revolutionary, we know.

The hidden leadership skill of structuring meetings well: Because a well-run meeting saves time, builds trust, clarity and organisational alignment.

If you’ve ever sat through a 60-minute meeting that achieved less than a two-line email, this one’s for you.

Please share this episode with your colleagues, peers and fellow NFP leaders. It helps us grow The NFP CEO community and keeps the conversation going about practical leadership for the for-purpose sector.

Because life’s too short for bad meetings. And definitely too short for slide 47.

Connect with us:

LinkedIn: The NFP CEO: Overview | LinkedIn

Website: thenfpceo.com.au

Michelle Cutler: Michelle Cutler | LinkedIn

Danielle Ballantine: Danielle Ballantine | LinkedIn

What happens to organisational culture when a key leader leaves?

For many not-for-profit CEOs, this is more than a theoretical question. Leadership transitions, executive exits, restructures and management turnover can all put culture at risk - sometimes slowly and subtly, sometimes almost overnight.

In this episode of The NFP CEO, Michelle and Danielle unpack an important leadership question: Can culture outlast leadership change?

The answer? Yes, but only if culture has been intentionally embedded into the organisation itself, rather than attached to individual leaders.

This conversation explores how CEOs and executive teams can build resilient organisational culture that withstands leadership transitions, protects team cohesion, and supports long-term organisational performance.

As you reflect on your own organisation, ask yourself:

1. Is our culture attached to individuals or embedded in systems?
2. Would our culture survive the exit of a key executive?
3. Are our values clearly translated into expected behaviours?
4. How intentionally do we onboard leaders into our culture?
5. Where do silos exist that may create cultural fragmentation?
6. Is our leadership team aligned in how they reinforce culture?

Resources & Support

If your organisation is navigating:

1. Leadership transition
2. Executive succession
3. Organisational restructure
4. Cultural alignment challenges
5. Leadership team development

We work with not-for-profit CEOs and executive teams to strengthen leadership capability and build resilient organisational culture.

Connect with us:

LinkedIn: The NFP CEO: Overview | LinkedIn

Website: thenfpceo.com.au

Michelle Cutler: Michelle Cutler | LinkedIn

Danielle Ballantine: Danielle Ballantine | LinkedIn

When senior managers don’t step up, it creates pressure, frustration, and bottlenecks at the CEO level. But the cause isn’t always obvious and it’s rarely one-dimensional.

In this episode, Michelle and Danielle unpack the real reasons behind why managers hold back, from unclear expectations and organisational culture to CEO behaviours and structural constraints. They explore how leaders can diagnose the issue, shift their own approach, and build the capability and confidence of their teams.

This is a practical conversation about creating space, building trust, and developing the kind of leadership bench strength that allows CEOs to focus on what matters most.

1. Two sides of the same problem
2. The clarity trap
3. Learned helplessness in compliance-heavy environments
4. The CEO as bottleneck
5. From tasks to thinking
6. Role modelling vs. telling
7. Building strategic thinking
8. Creating safe space for growth (and mistakes)
9. Practical ways to develop your team

Connect with us:

LinkedIn: The NFP CEO: Overview | LinkedIn

Website: thenfpceo.com.au

Michelle Cutler: Michelle Cutler | LinkedIn

Danielle Ballantine: Danielle Ballantine | LinkedIn

In this episode, we continue unpacking the implications of the Star Entertainment Group governance case—one of the most significant corporate governance rulings in decades.

While much of the public conversation has focused on large, listed companies, the lessons are just as critical for CEOs in the for-purpose sector. If you report to a board, operate under the Corporations Act 2001, and are responsible for organisational performance, this case applies to you.

We move beyond theory and explore what CEOs must actually do—in practice—to discharge their duties when it comes to risk.

We cover:

1. Why simply reporting risks is no longer enough
2. How CEOs can demonstrate they’ve exercised care and diligence
3. What boards really need from you when it comes to risk
4. How to structure risk reporting so it cuts through complexity
5. The critical (and often overlooked) role of culture in risk management

If this episode has raised questions or highlighted gaps, Danielle and Michelle invite you to connect via LinkedIn or through The NFP CEO website.

Sometimes a short conversation can make a significant difference.

The content in this episode is not to be taken as legal advice. We are not lawyers. CEOs should consider these points thoughtfully and determine what applies to their own organisation.

Connect with us:

LinkedIn: The NFP CEO: Overview | LinkedIn

Website: thenfpceo.com.au

Michelle Cutler: Michelle Cutler | LinkedIn

Danielle Ballantine: Danielle Ballantine | LinkedIn

Failure is a word most leaders avoid. But in this episode of The NFP CEO, Danielle and Michelle sit down with strategy and communications expert Chris Savage to unpack why setbacks are actually a normal and necessary part of leadership.

One of Chris’s key insights is that leaders need to reframe failure as a setback. If you’re pushing an organisation forward, turbulence is inevitable. The real test isn’t avoiding mistakes — it’s how you respond to them.

In the conversation, Chris shares several “brutal truths” about setbacks:

1. Leaders need to face reality quickly and honestly.
2. Don’t keep investing in something that clearly isn’t working.
3. Some setbacks simply happen — take them on the chin and move forward.
4. If you’re trying new things and creating momentum, setbacks are unavoidable.
5. Plans matter, but leaders must also pivot and respond to what’s in front of them.

Key themes from the episode

1. Why leaders should reframe failure as setbacks
2. Facing reality and taking accountability
3. Building resilient teams that can talk openly about mistakes
4. Creating momentum with small wins and achievable goals
5. Balancing honesty with optimism as a leader

Guest: Chris Savage | LinkedIn

Connect with us:

LinkedIn: The NFP CEO: Overview | LinkedIn

Website: thenfpceo.com.au

Michelle Cutler: Michelle Cutler | LinkedIn

Danielle Ballantine: Danielle Ballantine | LinkedIn

In this episode of The NFP CEO, we sit down with Ethne Irving, CEO of the Royal Australian College of Dental Surgeons, for a refreshingly honest conversation about stepping into the top job.

Ethne didn’t come in cold—she spent over a decade as Deputy CEO at the Australian Dental Association and even stepped in as Interim CEO. But as she shares, nothing quite prepares you for the moment when you realise:

There’s no one else to turn to. The decision is yours.

One of the biggest shifts Ethne talks about is surprisingly simple—but significant.

As a deputy, you always have someone to bounce ideas off. Someone to sense-check. Someone to ultimately make the call.

As CEO?

You are that person.

Ethne describes missing those informal “chew the fat” moments—while also stepping into a new level of responsibility where every decision, big or small, lands with you.

Her approach hasn’t been to go it alone though. Instead, she leans into collaboration, constantly asking her team:

“What would you do if you were in my seat?”

Letting Go of the Detail (Even When It’s Uncomfortable)

Another big adjustment? Not knowing everything.

After years being deep in the detail, Ethne found herself needing to make decisions without having the full history or all the moving parts in her head.

And that’s the role.

With a strong leadership team in place, she’s had to shift from knowing everything to:

1. Asking better questions
2. Trusting others’ expertise
3. Getting just enough information to move forward

It’s a different kind of confidence.

If you’re stepping into a CEO role or thinking about it, this conversation is a grounded, honest reminder that:

1. You don’t need to have all the answers
2. You do need to ask better questions
3. Leadership is as much about presence as it is about strategy

And most importantly - You figure it out by doing the job.

If you’re navigating that step up into CEO, this is a very real, very practical conversation.

Connect with us:

LinkedIn: The NFP CEO: Overview | LinkedIn

Website: thenfpceo.com.au

Michelle Cutler: Michelle Cutler | LinkedIn

Danielle Ballantine: Danielle Ballantine | LinkedIn

Culture rarely breaks overnight - it's a shift that happens slowly and subtly.

In this episode of The NFP CEO, we unpack how CEOs can recognise early signs of disengagement, diagnose what’s really driving it, and take practical, leadership-led action to rebuild trust, clarity, and momentum.

From navigating funding pressures and reform in the Australian for-purpose sector, to resetting expectations across your leadership team, this episode provides a clear, no-nonsense roadmap for restoring a healthy organisational culture, without superficial fixes.

If you’re sensing something is “off” in your organisation but can’t quite prove it yet, this episode is for you.

We cover:

1. The Moment You realise the Culture Has Shifted

2. Culture Is a Leadership System, not a Feeling

3. Diagnose Before You Act: What’s Really Driving Disengagement?

4. The CEO’s First Job: Restore Clarity and Direction

5. Rebuild Trust Through Visible Leadership

6. Reset Standards: What You Tolerate Becomes the Culture

7. Fix the Leadership Spine First

8. Culture Recovery Is About Momentum, Not a Big Gesture

Connect with us:

LinkedIn: The NFP CEO: Overview | LinkedIn

Website: thenfpceo.com.au

Michelle Cutler: Michelle Cutler | LinkedIn

Danielle Ballantine: Danielle Ballantine | LinkedIn

This week on The NFP CEO, Michelle and Danielle take a timely look at a major corporate governance case making headlines across Australia: the court judgment involving Star Entertainment Group.

The ruling has been described as one of the most significant corporate governance decisions in decades. While the case centres on a large listed company, the implications reach far beyond the corporate sector, including CEOs in not-for-profit and for-purpose organisations.

In this episode, Michelle and Danielle unpack the key themes emerging from the judgment and explore what CEOs can learn from it. In particular, the court found that the former Managing Director and CEO, along with the Chief Legal and Risk Officer, breached their duties of care and diligence. Interestingly, the case against the non-executive directors was unsuccessful.

So what does that mean for CEOs?

Most commentary so far has focused on the responsibilities of directors. But in this conversation, Michelle and Danielle flip the lens and examine what the decision signals for CEOs, especially when it comes to reporting, organisational culture, risk escalation, and the relationship between management and the board.

Michelle and Danielle describe this judgment as a “check-in moment” for CEOs. Not a cause for alarm but an opportunity to pause and ask:

1. Are the right risks being escalated?
2. Are reporting systems strong enough?
3. Would the board easily see the most important issues?
4. Is the organisational culture one where problems surface quickly?

This discussion reinforces a simple truth: being a CEO carries enormous responsibility and good governance is built not just on processes, but on transparency, curiosity, and culture.

Enjoying the podcast?

If this episode sparked a new perspective on leadership in the for-purpose sector, share The NFP CEO with a colleague or fellow CEO. Your support helps more leaders build stronger organisation's and create greater impact.

To review the judgement: Australian Securities and Investments Commission v Bekier (Liability Judgment) [2026] FCA 196

The content in this episode is not to be taken as legal advice. We are not lawyers. CEOs should consider these points thoughtfully and determine what applies to their own organisation.

Connect with us:

LinkedIn: The NFP CEO: Overview | LinkedIn

Website: thenfpceo.com.au

Michelle Cutler: Michelle Cutler | LinkedIn

Danielle Ballantine: Danielle Ballantine | LinkedIn

Supervision meetings are an important leadership tool a CEO has, but often poorly used. Too many become either a work-in-progress checklist or an unfocused catch-up that doesn’t add much value.

In this episode of The NFP CEO, Michelle and Danielle unpack how CEOs should structure supervision with their direct reports so that meetings drive clarity, accountability, strategic thinking, and leadership development.

They discuss how regular supervision can act as an early warning system for organisational risks, how CEOs can create a culture where issues are raised early, and why these meetings are critical for aligning leaders to the organisation’s strategy.

You’ll also hear practical advice on structuring the agenda, setting expectations for preparation, and using supervision conversations to build stronger leadership capability across your organisation.

This episode is essential listening for new CEOs, aspiring CEOs, and executive leaders in the for-purpose sector who want to lead high-performing teams without being buried in operational detail.

Connect with us:

LinkedIn: The NFP CEO: Overview | LinkedIn

Website: thenfpceo.com.au

Michelle Cutler: Michelle Cutler | LinkedIn

Danielle Ballantine: Danielle Ballantine | LinkedIn

Andrea has spent more than 20 years working with CEOs across Fortune 500 companies, mid-caps, and high-growth firms in seven countries. A former CEO himself, he has built cross-cultural teams, led organisational transformation, and coached leaders through high-stakes transitions.

Host of the globally ranked top 5% podcast, World Class Leaders Show, his work centres on helping CEOs create the rare space to think differently, perform at their peak, and grow into the leader their organisation truly needs.

1. Why the first 30 days are the “moment of truth” for a new CEO
2. The importance of defining your leadership identity early
3. Understanding board expectations and establishing a single source of truth
4. The framework of Identity, Message & Presence and why alignment builds trust
5. How inconsistency destroys culture and credibility
6. The concept of the Identity Gap — when past success no longer serves you
7. Why different contexts (crisis, growth, regulation) require different leadership identities
8. The power of early wins in building CEO traction
9. Why vulnerability and feedback are essential for peak performance

This episode will help you think differently about how you show up, and how you lead.

Andrea Petrone website and podcast: andrea-petrone

Connect with us:

LinkedIn: The NFP CEO: Overview | LinkedIn

Website: thenfpceo.com.au

Michelle Cutler: Michelle Cutler | LinkedIn

Danielle Ballantine: Danielle Ballantine | LinkedIn

Effective director onboarding is critical for strong governance, productive board relationships, and organisational performance. In this episode, Michelle and Danielle explore how CEOs can play an active role in onboarding new board directors, even when recruitment decisions sit with the board or members.

This conversation focuses on practical steps CEOs can take to build clarity and trust early, helping new directors quickly align and understand the organisation’s strategy, risks and operating environment.

New directors shape board dynamics immediately. A strong onboarding process helps:

• Accelerate understanding of organisational context and strategy
• Clarify governance boundaries and communication protocols
• Reduce unnecessary friction in early board meetings
• Build productive CEO–board relationships from day one
• Support faster, more informed decision-making

Early CEO involvement ensures new directors gain insight into how the organisation actually operates beyond documents and formal induction materials.

• Clarifying the CEO–Board Relationship
• Helping Directors Understand the Operating Context
• Walking Through Strategy
• Governance Expectations and Board Value
• Introducing the Leadership Team
• Culture, Clients, and Real-World Exposure
• Talking About Risk and Opportunity
• Practical Logistics and Early Support

Connect with us:

LinkedIn: The NFP CEO: Overview | LinkedIn

Website: thenfpceo.com.au

Michelle Cutler: Michelle Cutler | LinkedIn

Danielle Ballantine: Danielle Ballantine | LinkedIn

In this episode of The NFP CEO, Michelle and Danielle speak with Rob Barnes, CEO and co-founder of Betty AI, about what artificial intelligence looks like in real-world practice for associations, charities, and for-purpose organisations.

If you’re a nonprofit CEO or senior leader wondering where to start with AI, this conversation breaks down practical use cases, strategic thinking, and leadership lessons from the front lines of digital transformation.

1. Why AI is fundamentally changing how nonprofits manage and use knowledge
2. How associations and for-purpose organisations are uniquely positioned to benefit from generative AI
3. Practical examples of AI in advocacy, member engagement, service delivery, and knowledge management
4. How AI can increase reach, impact, and operational efficiency — not just productivity
5. Guardrails against AI “hallucinations” and maintaining trust in organisational knowledge
6. A CEO framework for deciding where to start with AI strategy
7. Lessons from launching an AI startup during rapid technological change

Guest: Rob Barnes Co - Founder, Betty AI: Betty Home Page

Book referenced in episode: Inside Scoop: The Association Knowledge Cycle Demystified

Connect with us:

LinkedIn: The NFP CEO: Overview | LinkedIn

Website: thenfpceo.com.au

Michelle Cutler: Michelle Cutler | LinkedIn

Danielle Ballantine: Danielle Ballantine | LinkedIn

In this episode of The NFP CEO, we unpack what disability-inclusive leadership looks like in practice, and what CEOs can do right now to build confidence, capability and impact.

Disability inclusion is often well-intentioned but poorly executed. This episode challenges leaders to move beyond policy and into CEO-led action.

• Why disability inclusion matters
• Why disability is not one experience, and why assumptions based on diagnosis fail
• How inclusive design benefits everyone, not just people with disability
• The common gaps leaders miss
• What disability-inclusive leadership looks like at CEO and board level

Resources for CEOs

Homepage - Australian Disability Network

Get Skilled Access - Disability Inclusion Consultancy

Twenty Percent Disability Inclusion Advisory

Disability Leadership Institute

Disability Inclusion @ Work 2024 | Deloitte Australia

Creating a disability inclusive workplace

Connect with us:

LinkedIn: The NFP CEO: Overview | LinkedIn

Website: thenfpceo.com.au

Michelle Cutler: Michelle Cutler | LinkedIn

Danielle Ballantine: Danielle Ballantine | LinkedIn

Recruiting a CEO in the not-for-profit and for-purpose sector is an important Board decision and yet for many leaders, the process can seem full of unspoken rules.

In this episode of The NFP CEO, Michelle and Danielle are joined by Rachael McLennan, co-founder of People for Purpose, to demystify how executive recruitment actually works in the social impact sector - from board expectations and search processes to interviews, psychometrics, salary conversations and the role of AI in applications.

What you’ll learn in this episode :

1. The real difference between recruitment and executive search in CEO appointments
2. How CEOs get hired for roles that are never advertised
3. What boards look for when choosing their next CEO
4. The red flags and green flags recruiters see in CEO applications
5. How to use AI when applying for senior leadership roles
6. What the CEO recruitment process typically involves from start to finish
7. Why culture fit can matter more than capability
8. When and how salary conversations really happen in the for-purpose sector
9. How board experience strengthens your CEO career pathway
10. What’s changing right now in not-for-profit executive recruitment

If you’re an aspiring CEO, a current executive thinking about your next move, or a board member preparing for a leadership transition, this episode is essential listening.

GUEST:

Rachael McLennan from Homepage - People for Purpose

Connect with us:

LinkedIn: The NFP CEO: Overview | LinkedIn

Website: thenfpceo.com.au

Michelle Cutler: Michelle Cutler | LinkedIn

Danielle Ballantine: Danielle Ballantine | LinkedIn

Constitutions don’t usually top the list of things CEOs want to talk about, but they should. In this solo episode, Michelle takes a practical, CEO-focused look at constitutions and the provisions that may trip leaders up, especially around AGMs, membership, and board governance.

This episode was sparked by multiple conversations with CEOs at the end of 2025 who discovered that their constitutional provisions no longer aligned with how their organisation actually operates. That misalignment can create real risk often at the worst possible moment.

This is not legal advice, but it is a walkthrough of what CEOs need to understand, watch for, and actively manage.

In this episode, we cover:

• Why constitutions matter more than you think
• Objects clauses: basic hygiene
• Membership: where things get messy fast
• Disputes and disciplinary provisions
• AGMs: the hidden traps
• Board elections and director appointments
• Board composition and structure
• Director terms, rotation, and exits
• Payments, alternates, and delegation
• Changing the constitution

As a CEO, you don’t need to memorise your constitution but you do need to understand it well enough to spot risk, plan timelines, and avoid preventable governance crises.

Connect with us:

LinkedIn: The NFP CEO: Overview | LinkedIn

Website: thenfpceo.com.au

Michelle Cutler: Michelle Cutler | LinkedIn

Danielle Ballantine: Danielle Ballantine | LinkedIn

How do you hold people to account without damaging trust or becoming the bottleneck?

In this episode of The NFP CEO, Michelle and Danielle unpack practical ways CEOs and senior leaders can build a culture of accountability, set clear expectations, and lift performance, without micromanaging or avoiding tough conversations.

In this episode, you’ll learn how to:

• Set up accountability from the start so difficult conversations are easier later
• Shift from managing tasks to leading for outcomes
• Avoid micromanagement while still staying across delivery
• Use clear guardrails: authority, risk appetite, values and boundaries
• Build a “no surprises” culture where issues are raised early
• Hold people to account without becoming the problem-solver-in-chief
• Stop “taking the monkey” and keep accountability with the right person
• Handle underperformance in a way that strengthens, not weakens, culture
• Use accountability as a tool for leadership development, not just compliance
• Create consistency across your executive and senior leadership teams

Connect with us:

LinkedIn: The NFP CEO: Overview | LinkedIn

Website: thenfpceo.com.au

Michelle Cutler: Michelle Cutler | LinkedIn

Danielle Ballantine: Danielle Ballantine | LinkedIn

Starting your first CEO role is never simple and stepping into one with a powerful purpose-driven mission adds an entirely new layer of expectation, and personal growth.

In this episode, Michelle and Danielle sit down with Alex Ksugas, CEO of Mojo Crowe to discuss what it really feels like to transition from the corporate world into leading a values-based organisation founded by Ben Crowe. Alex speaks openly about pressure, people-pleasing, decision-making, team culture, and redefining success as a leader. This is a deeply human, practical, and encouraging conversation for any CEO navigating uncertainty, complexity, and the constant visibility of leadership.

• The Reality of Being a First-Time CEO
• Leadership Visibility & Human Impact
• Managing pressure while remaining authentic
• What it’s like leading an organisation built on someone else’s life’s work
• Decision-Making, People-Pleasing & Tough Calls
• Letting go of others’ opinions without losing compassion
• Shifting from fear to curiosity when facing the unknown
• Why celebrating small wins protects you and your team from burnout
• Perspective-taking as a protective factor for CEO wellbeing

Guest: Alex Ksugas, CEO of Mojo • The Perspective Company

Connect with us:

LinkedIn: The NFP CEO: Overview | LinkedIn

Website: thenfpceo.com.au

Michelle Cutler: Michelle Cutler | LinkedIn

Danielle Ballantine: Danielle Ballantine | LinkedIn

In this episode of The NFP CEO, Michelle and Danielle unpack the essential steps for purpose CEOs can take at the start of the year to set up 2026 for success. From strategic reviews to leadership rhythm, stakeholder planning, budgeting and personal sustainability, this conversation is a practical roadmap for CEOs who want to lead with intention.

• How to start the year without carrying last year’s exhaustion
• Reviewing your strategic plan, assumptions and operational progress
• Mapping your calendar, meetings and leadership rhythm
• Reviewing budget performance and preparing early for forecasting
• Funding acquittals: avoiding mid-year scrambles
• Planning stakeholder engagement and relationship management
• Choosing your CEO “signature project” for the year
• Building sustainability: personal commitments, boundaries and holidays
• Clearing old to-do lists and setting realistic goals

Connect with us:

LinkedIn: The NFP CEO: Overview | LinkedIn

Website: thenfpceo.com.au

Michelle Cutler: Michelle Cutler | LinkedIn

Danielle Ballantine: Danielle Ballantine | LinkedIn

In this special end-of-year episode, Michelle and Danielle wrap up 2025 with a look at the most downloaded episodes, the hottest topics for new and aspiring CEOs, and the insights listeners told us mattered most. From CEO reporting to board relationships to organisational culture, this episode reveals what resonated deeply with nonprofit leaders across Australia, the United States, New Zealand and beyond.

We’re incredibly grateful for your time, feedback and encouragement in 2025. What started over a quick coffee turned into a global community of CEOs and leaders committed to doing good work, better.

We’ll see you on 8 January 2026 for more The NFP CEO - Season 2!

Connect with us:

LinkedIn: The NFP CEO: Overview | LinkedIn

Website: thenfpceo.com.au

Michelle Cutler: Michelle Cutler | LinkedIn

Danielle Ballantine: Danielle Ballantine | LinkedIn

When a real crisis hits your not for profit, the first 24 hours are everything. In this episode of The NFP CEO, Michelle and Danielle bring back crisis-communications expert Luke Starr to break down exactly what CEOs can do when things go wrong.  From the moment you realise you’re in trouble, through to stabilising operations, managing staff anxiety, communicating with stakeholders, dealing with regulators and media, and rebuilding trust afterwards. 

This is a practical, no-fluff, deeply actionable conversation designed to help you lead with confidence when the pressure is on.

In this episode, we cover:

• What to do in the first moments of a crisis
• Escalation to the board
• When to start communicating (and when to pause)
• Legal and contractual obligations
• Scenario planning before the crisis hits
• Communicating with staff during a crisis
• Stakeholders and client communication
• Facing the media (without melting down)
• Rebuilding trust after the crisis
• Turning a crisis into an opportunity

Guest: Luke Starr, Principal Consultant from Phronesis Consulting: Phronesis | Full service communications digital marketing agency in Sydney

Looking for more on crisis management? How to Survive a Crisis by David Omand - Penguin Books Australia

Related Episode:

Leading Through Crisis: Preparation is what you can control, with Luke Starr

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LinkedIn: The NFP CEO: Overview | LinkedIn

Website: thenfpceo.com.au

Michelle Cutler: Michelle Cutler | LinkedIn

Danielle Ballantine: Danielle Ballantine | LinkedIn

In this episode of The NFP CEO, Michelle and Danielle speak with Dale Cleaver, CEO of Guide Dogs NSW/ACT, one of Australia’s most trusted and recognisable nonprofit brands.

This conversation explores what it takes to lead a heritage brand through modernisation, manage cultural transformation, navigate shifting sector expectations, and balance emotional brand equity with the need for innovation.

What we cover:

1. The Privilege and Pressure of Leading a Trusted Brand

2. Culture, Values and Leadership Behaviour

3. Innovation, Technology and the Future of Mobility Support

4. Inside the Creation of See Way

5. Managing Change, Stakeholders and Internal Alignment

This episode is essential listening for nonprofit CEOs, executives and board members navigating organisational growth, cultural change and brand stewardship.

Dale offers practical insights into leading a purpose-driven organisation through modernisation while maintaining trust, authenticity and connection.

To learn more:

Guide Dogs NSW/ACT

SeeWay

Connect with us:

LinkedIn: The NFP CEO: Overview | LinkedIn

Website: thenfpceo.com.au

Michelle Cutler: Michelle Cutler | LinkedIn

Danielle Ballantine: Danielle Ballantine | LinkedIn

In this episode of The NFP CEO, Michelle and Danielle explore the most common challenges CEOs face in managing their relationship with the board. While many boards function well, recurring issues can undermine organisational performance, decision-making and the CEO’s ability to lead effectively. This episode outlines the typical problems, why they occur, and practical steps CEOs can take to improve board dynamics and governance outcomes.

• Directors not reading board papers or coming unprepared
• Boards becoming too operational instead of focusing on strategy
• Repeated questions already addressed in reports
• Directors contacting staff directly and bypassing the CEO
• Attendance problems, late arrivals and rescheduling
• Boards resistant to organisational or governance change

A well-functioning board–CEO relationship is essential for strong nonprofit governance. By using the right tools, engaging the Chair, clarifying roles and building consistent processes, CEOs can address common board challenges and strengthen organisational performance.

Connect with us:

LinkedIn: The NFP CEO: Overview | LinkedIn

Website: thenfpceo.com.au

Michelle Cutler: Michelle Cutler | LinkedIn

Danielle Ballantine: Danielle Ballantine | LinkedIn

When a crisis hits, your response as a not-for-profit CEO can define your organisation’s future.

In this episode of The NFP CEO, we sit down with Luke Starr from Phronesis Consulting, a crisis communications and reputation management expert with more than two decades of experience helping businesses and NFPs navigate tough moments.

Luke shares what every NFP leader needs to know about crisis preparedness, reputation management, and how to lead through uncertainty with confidence and clarity.

We cover:

Why every not-for-profit needs a crisis communications strategy and why ignoring it is a false economy.

The anatomy of a crisis: understanding how risk manifests and how reputation risk can threaten your organisation’s ability to operate.

Crisis readiness vs. crisis response: the essential mindset shift for CEOs and boards.

Valuing your “reputation capital” — and why goodwill from your community and funders can quickly vanish when trust is broken.

Business Continuity Plans (BCP) that includes a reputation and communications strategy.

The human side of crisis leadership: managing fear, maintaining trust, and leading with empathy.

Guest: Luke Starr, Principal Consultant from Phronesis Consulting: Phronesis | Full service communications digital marketing agency in Sydney

Connect with us:

LinkedIn: The NFP CEO: Overview | LinkedIn

Website: thenfpceo.com.au

Michelle Cutler: Michelle Cutler | LinkedIn

Danielle Ballantine: Danielle Ballantine | LinkedIn

First, congratulations on your CEO appointment!

Stepping into a new CEO role in the for-purpose (NFP) sector is exciting and intense. Forget the “first 90 days”, lets focus on your first 30 days that sets you up for leadership success. In this episode, Michelle and Danielle break down exactly what new and aspiring CEOs in the not-for-profit sector need to focus on when they first step into the chair.

From building relationships with your board chair and senior team to understanding your funding contracts, financials, risk registers, and culture dynamics.

Whether you’re about to start a new CEO role, preparing for your first leadership transition, or coaching someone through theirs, this conversation offers a detailed checklist of what to tackle in your first month.

What You’ll Learn

• How to prepare before day one, and why your “first day” starts earlier than you think
• The critical conversations to have with your board chair and executive team
• How to assess culture, capability, and risk in your first month
• The key documents every new CEO must review - from budgets to delegations to compliance
• Why stakeholder mapping and understanding your funding ecosystem is essential
• Managing pace, expectations, and decision-making when you’re “on a moving train”
• The importance of self-awareness, communication, and setting leadership tone early

Who This Episode Is For

• Newly appointed CEOs in the NFP or for-purpose sector
• Aspiring leaders preparing for their first executive role
• Board members or chairs onboarding a new CEO
• Consultants and advisors supporting leadership transitions

Connect with us:

LinkedIn: The NFP CEO: Overview | LinkedIn

Website: thenfpceo.com.au

Michelle Cutler: Michelle Cutler | LinkedIn

Danielle Ballantine: Danielle Ballantine | LinkedIn

In this episode of The NFP CEO, hosts Michelle and Danielle unpack the end-of-year get together.

Michelle and Danielle explore what it means for a CEO in the for-purpose sector to plan, host, and attend these celebrations thoughtfully, balancing workplace values, staff engagement, and risk management while still having fun and showing genuine appreciation for the team.

In this episode, you’ll learn how to:

• Set the right tone and purpose for your end-of-year event whether it’s a lunch, or evening celebration.
• Ensure your event reflects your organisation’s values and culture, including inclusivity, safety, and accessibility.
• Communicate expectations clearly from attendance and alcohol to dress codes and timing.
• Balance fun and professionalism including how to model appropriate CEO behaviour and avoid awkward work conversations.
• Manage risk and WHS obligations while keeping the spirit of celebration.
• Use the event as a relationship-building opportunity especially with frontline or hybrid workers.
• Collect and act on staff feedback (including from those who didn’t attend) to make future events even better.

Connect with us:

LinkedIn: The NFP CEO: Overview | LinkedIn

Website: thenfpceo.com.au

Michelle Cutler: Michelle Cutler | LinkedIn

Danielle Ballantine: Danielle Ballantine | LinkedIn

In this episode of The NFP CEO, Michelle and Danielle tackle a familiar challenge for many not-for-profit leaders: how to build executive-level skills in your team when you — the CEO barely have a moment to breathe.

From balancing limited resources to managing competing priorities, they explore practical, realistic ways to grow leadership and strategic capability across your organization without endless workshops or new budget lines.

This is a conversation for CEOs who know they need more “executive thinking” in their teams but can’t afford to clone themselves or hire a full corporate exec structure.

The CEO’s Dilemma:

Why resource constraints and funding models often leave little room for leadership development and how these impact both the CEO and the organisation's sustainability.

From Doing to Leading:

How to shift out of “just keeping the balls in the air” and carve out space to identify what skills your team (and you) really need.

Fractional Leadership:

The benefits of bringing in fractional executives (CFOs, CMOs, CTOs, COOs) to build systems, deliver projects, and transfer skills without adding permanent overheads.

“They’re not consultants — they’re part of your team for a defined period, so set them up like they’re one of you.”

Building Capacity from Within:

Practical, low-cost ways to build your managers’ executive capability.

Leadership Mindset:

How to model transparency and decision-making so your executives learn how to think strategically, not just what to do.

Connect with us:

LinkedIn: The NFP CEO: Overview | LinkedIn

Website: thenfpceo.com.au

Michelle Cutler: Michelle Cutler | LinkedIn

Danielle Ballantine: Danielle Ballantine | LinkedIn