That means things like:

• Crafting seeding events and other mechanisms for communities, government, nonprofits, and philanthropy to forge unlikely alliances.

• Finding analogs to your challenge, situation, or opportunity in other fields and sectors, jumpstarting solutions.

That means things like:

• Implementing endings to create value, not chaos. That’s nonprofit closure; it’s also ending programs and strategies, whether you’re a foundation, nonprofit, or government agency.

• Working with boards and leadership to shift attitudes and approach to closure and endings.

• Equipping foundations to be good partners to grantees in crisis.

• Leadership coaching and support through upheaval and endings.

That means things like:

• Illuminating blind spots + identifying new frames that open new solutions.

• Co-designing + shepherding system change that sticks in and between government, communities hurt by government, nonprofits, foundations, and networks.

• Using wellbeing equity as a design principle for systemic change and action — from public procurement to community mapping to shifting how we address violence to… wherever gears are grinding and change needs unleashing.

• Planning using emergent strategy in a time of chaos, with as much emphasis on the strategy part as the emergence so you’re accountable, responsive, nimble, and clear.

• Leadership coaching and support through upheaval and endings.

• Keynotes and workshops for events, teams, and boards about systems change towards community wellbeing, nonprofit and philanthropic closure, and what happens when we leave each other well.