An after action review in a nonprofit is a powerful tool for reflecting on the successes and challenges of a program, enabling the team to capture valuable insights and lessons learned. Not only does it foster a culture of continuous improvement by identifying what worked well and what could be enhanced, it also ensures that future initiatives benefit from past experiences. By thoughtfully closing the loop on a program, your organization can strengthen its ability to adapt, innovate, and better serve your community moving forward.

While power is an action, a capacity, and an ability to influence, power is neutral. As individuals, based on our identities, hierarchy, assignments, and other unique power dynamics, we then are the reason that power has meaning BEYOND its neutral position. Everyone has some type of power, and it’s both important to realize and recognize that, and to assess your power inside of the context of your life and lived experience.

My annual reflection article and sharing my word of the year, that will guide as a principle and focus for the upcoming year.

Anxious event horizons represents the juncture at which the unknown meets human apprehension. As you may already be experiencing, or will as you approach the threshold of decision making about your current situation, you may experience a surge of anxiety, triggered by a range of factors such as impending change, ambiguity, or potential risk. This surge can manifest as stress, fear, or overwhelm. The term "horizon" emphasizes the boundary between what is known and what lies beyond, a space where anticipation and unease often intersect.

In a professional context, the anxious event horizon can arise during significant transitions, mergers, leadership changes, or shifts in organizational strategy. Individuals grappling with changes in job roles, organizational restructuring, or shifts in industry trends may also encounter this horizon. The leaving well framework provides support for this phenomenon.

Most employers don’t handle notice periods, resignations, or leaving …well. Whether it’s a security measure or pettiness, organizations and companies have solely prioritized hiring and onboarding for so long (while completely avoided offboarding and leaving), and you should expect the experience to feel, not so great (on a good day) and pretty terrible (most likely).

Are you a coach? Where is the boundary line with therapy, if it could support me? Are you a consultant? P.S. - for Leaving Well, please call me a guide, a thought partner, a support system, or simply Naomi.

Change making is never simply about one big proclamation, and rarely about one big action. It often starts that way, with an announcement, a broadcasted decision, a line in the sand. But the success, the sustaining of the desired change making comes in the small, nuanced moments.

Navigating the loss of a job, being fired from employment, being laid off, or in any way suddenly dealing with the loss of income (and benefits) can bring up an immense spectrum of emotions. Because we don’t normalize talking about these emotions, we perpetuate and further harm from the experience.

It all begins with an idea.