Published by Michelle Cutler and Danielle Ballantine
Non-Profit
Business
Education
How To
Ever wondered what happens when CEOs of purpose-driven organisations sit down together for a chat? With 30 years’ of combined experience in the for-purpose space, we knew these conversations should be stored and shared!! We tackle the real questions: How do you build and sustain a thriving organisational culture? How do you manage relationships with your board and your chair? How do you preserve your peace of mind while carrying the weight of responsibility of being a for-purpose CEO. For those who are new to the role or eyeing it on the horizon, the importance of a support network cannot be overstated. This is why this podcast was created - to be a valuable source of information and support, offering ideas and insights you can implement in your organisation immediately. We share the stories and challenges CEOs tell each other when we get together - and chat through how to address issues unique to NFP CEOs in every episode. Wherever you are in your NPF CEO journey, there’s something here for you. We are about our community supporting each other. Creating more impact and driving better outcomes for the sector and those that we serve is what we are all about. LINKS Website: https://thenfpceo.com.au/ This podcast is recorded on country of the Cameraygal and Darramuragal Peoples.
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 Many charities and not-for-profits either don't have a reserves policy or rely on outdated rules of thumb that don't reflect today's operating environment.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. In this episode you'll learn: 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. In this episode, we discuss: Why resilience is a capability, not just a personality trait The four pillars of leadership resilience How to build and protect your resilience reserves The role of trust in reducing leadership stress How to build a strong support network as a leader Moving from reactive leadership to intentional resilience Why the skills that get you into a CEO role aren't always the ones that sustain you Connect with The NFP CEO Podcast 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. In this episode: Why inclusive leadership is more than diversity. How lived experience strengthens executive decision-making. Practical ways CEOs can create more inclusive workplaces. Lessons from the Disability Leadership Institute's CEO Internship Program. 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. In This Episode 1. Unclear Purpose and Decision Requests One of the most common director frustrations is reading an entire board paper and still not knowing: Why they're receiving it Whether a decision is required What action they need to take What feedback is being sought A consistent board paper template can dramatically improve board engagement and decision-making. 2. Reporting Activities Instead of Insights 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. 3. Hiding Risks in the Detail 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. Takeaways for CEOs ✔ 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 Why CEOs and boards often default to saying "yes" The hidden costs of pursuing every opportunity The difference between asking "Can we do this?" and "Should we do this?" How to create a structured framework for strategic decision-making Why saying yes to one thing always means saying no to something else The role of strategic fit, culture, capability, and stakeholder impact When collaboration may be a better option than ownership Why pilots can be a powerful way to test opportunities safely 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: Employee engagement and workplace culture in not-for-profits The link between leadership, resilience and staff retention People leave managers, not organisations Supporting middle managers to lead effectively Managing workload, burnout and capacity constraints Creating psychological safety and feedback cultures Communicating priorities during organisational change 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. In this episode: What psychological safety actually means in practice The difference between workplaces driven by fear and those built on trust Why workload, change, role clarity, and communication matter more than ever How CEOs can create safer cultures without adding another overwhelming initiative The growing governance and compliance obligations around psychosocial risk Lessons from real workplace cases that every NFP leader should understand 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: Why alliances are formed in the NFP sector The risks of unclear roles and expectations How scope creep quietly destabilises partnerships The impact of leadership changes Why cultural alignment matters Governance and decision-making challenges Conflict resolution and escalation processes 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: Entering an alliance Managing an existing collaboration Inheriting a partnership after leadership change 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. In this episode: Key federal budget takeaways for Australian not-for-profits What the budget means for the care economy reform Why advocacy is a long game, not a one-off campaign How to engage effectively with ministers, advisers and departments Practical steps to build an advocacy strategy that gets results Why evidence alone isn’t enough to influence government 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
Is the Vision Statement Dead? Rethinking Vision, Purpose and Strategy in the Not-for-Profit Sector 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 Why many not-for-profit organisations are reconsidering traditional vision statements The difference between vision, purpose and mission - is there one? Whether broad aspirational statements still inspire staff and stakeholders Why many “big sweeping” vision statements fail to connect to day-to-day work Why purpose comes before vision in strategic planning How CEOs can ensure organisational purpose is meaningful across all levels of the organisation The risks of overly vague or grandiose organisational statements How vision and purpose should influence strategic decision-making Why organisational statements must resonate with funders, boards, staff and stakeholders 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. In this episode, we explore: 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: Is our culture attached to individuals or embedded in systems? Would our culture survive the exit of a key executive? Are our values clearly translated into expected behaviours? How intentionally do we onboard leaders into our culture? Where do silos exist that may create cultural fragmentation? Is our leadership team aligned in how they reinforce culture? Resources & Support If your organisation is navigating: Leadership transition Executive succession Organisational restructure Cultural alignment challenges 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. Key Topics Covered Two sides of the same problem The clarity trap Learned helplessness in compliance-heavy environments The CEO as bottleneck From tasks to thinking Role modelling vs. telling Building strategic thinking Creating safe space for growth (and mistakes) 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: Why simply reporting risks is no longer enough How CEOs can demonstrate they’ve exercised care and diligence What boards really need from you when it comes to risk How to structure risk reporting so it cuts through complexity 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: Leaders need to face reality quickly and honestly . Don’t keep investing in something that clearly isn’t working. Some setbacks simply happen — take them on the chin and move forward. If you’re trying new things and creating momentum, setbacks are unavoidable. Plans matter, but leaders must also pivot and respond to what’s in front of them . Key themes from the episode Why leaders should reframe failure as setbacks Facing reality and taking accountability Building resilient teams that can talk openly about mistakes Creating momentum with small wins and achievable goals 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: Asking better questions Trusting others’ expertise 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: You don’t need to have all the answers You do need to ask better questions 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: Are the right risks being escalated? Are reporting systems strong enough? Would the board easily see the most important issues? 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
