NGO Soul + Strategy

• 090. Technology, Land Rights, and Leadership: A Conversation with Amy Coughenour Betancourt, CEO of Cadasta

  Show NotesSummaryLand rights are at the heart of building a sustainable and equitable future. Yet securing these rights—especially for marginalized communities—remains a profound global challenge.In this episode of NGO Soul + Strategy, I sit down with Amy Coughenour Betancourt, President and CEO of Cadasta, a global social innovation organization dedicated to advancing affordable, accessible land rights documentation.Drawing on her leadership at the intersection of technology, social innovation, and global nonprofit management, Amy and I explore the unique opportunities and challenges Cadasta faces as a technology-forward organization working closely with Indigenous Peoples, local communities, and governments.We also address a timely leadership question: how nonprofits can respond to increasingly challenging funding landscapes while staying aligned with mission and values.Guest's BioPresident and CEO of Cadasta, a leading social innovation organizationGlobal Advisor, How Women LeadAdvisory Board Member, Geospatial WorldBoard Member, InterActionFormer COO, National Cooperative Business Association (NCBA CLUSA), InternationalFormer Deputy Executive Director, Pan American Development FoundationWe DiscussWhat the integration of technology unlocks for advancing land rights—and the risks and limitations it bringsHow Cadasta approaches its role as an ally-organization to Indigenous Peoples and locally-led land tenure groupsThe leadership challenge of navigating downward trends in nonprofit funding across Europe and the USHow leaders can respond strategically to funding shifts while identifying new opportunities for mission-driven impactWhat it means to balance innovation with the grounded realities of community-driven changeLessons from Cadasta's hybrid model as both a technology provider and a global NGOQuotes“We need to be technology-forward but always community-centered.”"Responding to a changing funding landscape requires not just resilience—but also creativity and adaptability.”ResourcesCadasta.orgCadasta LinkedIn PageCadasta on BlueSkyCadasta Facebook PageAmy Coughenour Betancourt Linked In Page

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• 089: "I AM A CHANGE MAN”: How Arnold Dix Applied An Iconoclastic Leadership Approach at the International Tunnelling Association

  SummaryThe International Tunnelling Association (ITA) plays a critical role in global infrastructure, ensuring clean water, sewage systems, and transport for millions while contributing to the UN Sustainable Development Goals (SDGs). But behind the technical achievements lies a deeper challenge—modernizing an industry traditionally dominated by European, American, and Australian professionals.In this episode of NGO Soul + Strategy, I sit down with Arnold Dix, President of ITA, to discuss his iconoclastic leadership approach in making tunneling a more diverse and inclusive profession. Arnold has actively pushed for greater representation of women, people of color, and young engineers, challenging traditional power structures and advocating for regional voices.As a leader in a global membership-based professional association, Arnold cannot mandate change—he must influence, persuade, and lead by example. What does it take to challenge entrenched norms, navigate resistance, and truly drive transformation? Listen in to find out.Arnold's BioPresident of the International Tunnelling Association (ITA), leading efforts to modernize and diversify the professionLawyer, engineer, and scientist, bringing a multidisciplinary perspective to underground infrastructure developmentChampion for diversity in engineering, working to increase representation of women, young engineers, and professionals from non-Western regionsGlobal infrastructure expert, contributing to sustainable underground solutions worldwideWe DiscussReforming a global professional association: How Arnold has worked to decentralize power and amplify regional voicesBreaking industry norms: Making tunneling less exclusive and more diverse, bringing in women, younger professionals, and engineers of colorLeading without authority: The challenge of influencing rather than mandating change in a global membership-based associationManaging resistance: How traditional power centers within the industry have responded to his leadership and reformsLessons in delegation: What Arnold would do differently if he could start againThe bigger picture: How underground infrastructure development supports global dignity and the UN SDGsQuotes“I am a change man.”ResourcesITA-AITESArnold's BookConnect with Arnold Dix on LinkedInFollow Arnold on Facbook 'International man of mystery’ who saved men from Indian tunnel collapse | Australian Story

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• 088. When You Have to Wind Down Your Nonprofit: How to do It Well, with Amy Miller-Taylor

  SummaryWhat does it take to lead an organization through a responsible and strategic closure? In this episode, I speak with Amy Miller-Taylor, former Executive Director of Global Integrity, about her experience navigating the complex decision to wind down an organization while ensuring its legacy, people, and resources were safeguarded. We explore the financial and strategic challenges that led to this decision, the leadership lessons Amy learned, and how organizations can approach closure as an intentional and thoughtful process rather than a last resort.Amy's BioFormer Executive Director of Global Integrity, an organization focused on open governance and anti-corruption.Deputy Chief of Party, Powered by the People, PartnersGlobalAdvocate for responsible leadership transitions and sustainable organizational change.Experienced in global development, governance, and nonprofit management.We Discuss:Facing financial realities early on: How Amy quickly recognized the urgent need for a new business model upon stepping into leadership.The role of transparency in leadership: Why erring on the side of over-communication helped maintain trust and morale among staff.Navigating financial and grant structures: The complexities of nonprofit funding and how the fine print of grants can influence an organization’s survival.Seeking external counsel: How a small group of peer advisors helped Amy evaluate alternative business models and ensure the decision to close was strategic, not reactive.Ensuring an ethical and responsible wind-down: The steps Global Integrity took to transition programs, preserve resources, and document key learnings for the sector.Supporting staff during closure: The importance of providing job placement support and ensuring employees had access to career transition resources.The administrative side of closure: Legal, financial, and operational considerations when dissolving a nonprofit.Shifting power in practice: How Global Integrity’s approach of handing over program leadership to local partners in prior years eased the transition.The emotional weight of closing an organization: Amy’s reflections on the psychological toll and how she found meaning in the process.Why ending well allows for new beginnings: The importance of reframing closure as part of an organization’s legacy rather than a failure.Quotes:“Closing well was more important than a last-ditch effort to make it work.”“Our efforts toward a responsible wind-down, shifting power, and advancing Global Integrity’s mission could have been more impactful if we had embraced the idea of a strategic ending earlier.”Resources:Read Amy’s reflections on some aspects of Global Integrity’s ending

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• 087. Coaching Leaders Through An African Lens: Nankhonde Kasonde-Van Den Broek

  Western coaching models weren’t built for African leaders. So Nankhonde Kasonde, a Zambian international development as well as a leadership development specialist and certified coach, created something that was.Nankhonde's Bio:Nankhonde Kasonde is a Zambian international development specialist, certified leadership coach, and the founder of Zanga, an African leadership assessment and HR analytics company.As a leadership coach, Nankhonde recognized that African leaders need a coaching framework rooted in African national, regional, and continental values—rather than Western models that do not align with the cultural realities of high-context societies like Zambia.In high-context cultures, such as those in parts of Africa, China, and Japan, communication is often layered and indirect, relying on shared understanding, relationships, and cultural norms. This contrasts with low-context cultures, where communication tends to be more explicit and direct, as seen in Germany, the Netherlands, and the United States (for example). Recognizing this fundamental difference, Nankhonde developed a coaching framework tailored to African leadership, built on five key cultural dimensions: belief, pride, community, loyalty, and respect.Through Zanga, she provides African-grounded leadership coaching, self- and 360-degree assessments, and HR analytics that support talent management and organizational development. Her work aims to reshape leadership development in Africa by integrating culturally relevant coaching methodologies that truly resonate with African leaders.We Discuss:How did Nankhonde come to conclude that the Western approaches to coaching were not sufficiently helpful for African clients or tailored to their needs? In what ways were these coaching approaches not culturally appropriate?How did Nankhonde set out to develop your new coaching framework?What are the components of Nankhonde’s coaching framework for African clients and how it is different from Western or  North-founded frameworks?Where does this coaching model diverge from Western ones?Resources:Zanga’s LinkedIn pageNankhonde’s LinkedIn pageZanga’s websiteClick here to subscribe to be alerted when new podcast episodes come out or when Tosca produces other thought leadership pieces.Or email Tosca at [email protected] if you want to talk about your social sector organization’s needs, challenges, and opportunities.You can find Tosca’s content by following her on her social media channels: LinkedIn  Facebook 

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• 086: The Modern Development Leader, How to Manage Change and All That: Torrey and Tosca in Conversation Part 2

  Summary:What are the attributes of the modern humanitarian and development leader? Why modern? In what ways? How does one become one?Torrey’s Bio:As a certified coach with twelve years’ experience in international development Torrey Peace facilitates rising and established leaders in the humanitarian and development world to become the leaders they admire, or “people centered leaders.”  She has taught and coached over 400  supervisors globally from the UN, INGO and civil society to become more inclusive and caring leaders that make a greater impact while also stepping out of overwork and overwhelm. Her mission is to provide leaders the skills they need to be part of the change we want to see in the humanitarian and development world while also maintaining their wellbeing. For more information about Torrey’s work and podcast, please visit www.aidforaidworkers.com. We Discuss:What defines the modern humanitarian and development leader?Why self-awareness and intentional leadership are crucial in humanitarian workThe importance of recognizing and overcoming traditional ways of leading that hinder progress.Leadership coaching as a style, including the shift from managerial to coaching approaches.Reverse mentoring: how younger team members can teach older colleagues.Resources:Torrey's podcast: The Modern Humanitarian and Development LeaderTorrey's website: Aid for Aid WorkersTorrey's Linkedin pageTorrey's course on Humentum's learning platformClick here to subscribe to be alerted when new podcast episodes come out or when Tosca produces other thought leadership pieces.Or email Tosca at [email protected] if you want to talk about your social sector organization’s needs, challenges, and opportunities.You can find Tosca’s content by following her on her social media channels: LinkedIn  Facebook 

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