personal statement nonprofit management

David Branham , PhD, Graduate Director N1066, 713-221-8208

The Master of Arts in Nonprofit Management is a highly multidisciplinary program, designed to prepare recent college graduates as well as mid- and senior-level administrators for the management and leadership of nonprofit organizations of all types. The program will focus on strategic planning, development of entrepreneurial skills, program management, fundraising, revenue generation and grant writing, human resources, technology, social media and marketing, legal issues, program evaluation and assessment, teambuilding and partnerships, budgeting, board development, leadership, and ethics. The program will employ two key pedagogical elements. First, the MA in Nonprofit Management will be highly experiential. Every course will offer students the opportunity to learn through experience and practice. The second key pedagogical element will be a strong focus on team building. This program was designed by the leadership of the city’s most prominent nonprofit organizations and by faculty from multiple departments: Social Sciences; English; Arts and Humanities; Management, Marketing and Business Administration; and Finance, Accounting and Computer Information Systems.

Program Learning Outcomes

Graduates who earn a MA in Nonprofit Management will be able to:

• Evaluate a nonprofit organization’s status on leadership and teambuilding, report their findings, and initiate effective interventions to alleviatecshortcomings in those areas.
• Organize and articulate ways to improve productivity from that assessment.
• Articulate expected outcomes for an organization, create a strategic plan to assess those outcomes, implement the assessment, draw conclusions from the analysis, and make effective analysis based adjustments to significantly enhance efficiency in the organization.
• Create, implement and plan data and research driven strategies for recruiting and fund raising.
• Apply and implement employment law, recruiting and hiring practices, diversity in the workplace goals, compensation and benefits, performance appraisal, and discipline.
• Analyze budgeting and accounting documents and make organizational decisions based on said documents.
• Effectively manage within a nonprofit organization.

Admission to the Master of Arts in Nonprofit Management program is based on the applicant’s experience and interest in the nonprofit sector, academic ability, and the personal qualities necessary to successfully complete the program. Further consideration is given to the applicant’s ability to positively contribute to the nonprofit sector upon completion of the program.

NOTE: Candidates who do not meet these standards but present applications that provide good evidence that they will be successful in the program will be considered for conditional admission.

Applicants to the program should meet the following minimal criteria:

• Completion of a baccalaureate degree from an accredited university.
• A grade point average (GPA) of at least 3.0 for the last 60 semester hours of undergraduate or graduate study.
• Test of English as a Foreign Language minimum score of 550 with section scores of 50 or higher if graduate of a university in which English is not the native language.

Applicants must complete and submit and following documentation to the Office of Admissions prior to the admissions deadline for the semester they desire admission: UHD Office of Admissions - Graduate Admissions, One Main Street, Suite 325, Houston, TX 77002.

• Application for admission to the Master of Arts in Nonprofit Management, found online at http://www.uhd.edu/admissions .
• Personal resume.
• Personal statement: In 1000 words or less, describe your experiences with the nonprofit world and how those experiences have prepared you to work in the nonprofit world. The personal statement is a very important introduction to the Graduate Admissions Committee. The central purpose of the statement is to give you an opportunity to demonstrate why you are a good candidate for admission to the program.
• Official transcript(s) that document a bachelor-degree conferral and the final 60 semester credit hours (or more) of undergraduate coursework. Applicants who have completed graduate-level courses must also provide graduate transcript(s) in addition to the abovementioned undergraduate documentation.
• TOEFL results as outlined above, submitted by the admissions deadline.
• Graduate Record Exam (GRE) or Graduate Management Admission Test (GMAT) scores, unless you have five or more years of experience in the nonprofit section.
• Three letters of recommendation: The letters of recommendation must be from those individuals who have had personal and professional contact with you. Further, the writers should have had some authority over you either currently or in the past. Examples of these types of individuals would be college professors, supervisors, or community leaders. In their letters, the writers should address the following: how the writer is associated with you and the length of time of that association, their opinion regarding your potential for academic success including skills you possess that they feel demonstrate this potential, and how your completion of a master’s degree would benefit both you and the nonprofit sector.

Conditional Admission

Students admitted conditionally will be advised as to the specific limitations of this status and the conditions necessary to remove the conditional admission classification.

Minimum Grade Point Average

Students must maintain a minimum grade point average of 3.0. Grades of C or lower do not count toward graduation, and two course grades of C or lower are cause for dismissal from the program.

Students may transfer no more than six semester hours of graduate work and must have the approval of the Graduate Director to do so; transferred coursework must be at B level or above.

Degree Requirements

The Master of Science in Nonprofit Management requires a minimum of 36 semester credit hours, including an internship.

Required Courses

• BUS 6331 - Strategic Planning in Nonprofit Sector
• POLS 6310 - Leadership in Nonprofit Organizations
• POLS 6311 - Program Assessment & Evaluation
• POLS 6312 - Resourcing the Nonprofit Organization

3 Hours in Mngmt:

Complete 3 semester credit hours in either

• BUS 6332 - Management of Nonprofit Organization
• POLS 6616 - Management in the Public and Nonprofit Sector

3 Hours in Bdging:

• BUS 6336 - Budgeting and Accounting for Nonprofit Organizations
• HUM 6302 - Principles of Non-Profit Finance

Elective Courses

12 hours of electives:.

Complete 12 semester credit hours from the following:

• BUS 6333 - Negotiation and Conflict Resolution
• ENG 6303 - Public Relations and Media
• ENG 6312 - Ethical and Legal Dimensions of Communication
• ENG 6331 - Grant Writing for Nonprofit Management
• POLS 6313 - Governance, the Volunteer Board and Organizational Behavior
• POLS 6314 - Leadership Trends/Topics in the Non-Profit Sector
• POLS 6315 - Law and Advocacy in Nonprofit Management
• POLS 6317 - Ethical Issues in Public Administration
• SOS 6310 - Volunteers in the Nonprofit Sector
• POLS 6680 - Internship in Nonprofit Management

• SUGGESTED TOPICS
• The Magazine
• Newsletters
• Managing Yourself
• Managing Teams
• Work-life Balance
• The Big Idea
• Data & Visuals
• Reading Lists
• Case Selections
• HBR Learning
• Topic Feeds
• Account Settings
• Email Preferences

How to Write a Strong Personal Statement

• Ruth Gotian
• Ushma S. Neill

A few adjustments can get your application noticed.

Whether applying for a summer internship, a professional development opportunity, such as a Fulbright, an executive MBA program, or a senior leadership development course, a personal statement threads the ideas of your CV, and is longer and has a different tone and purpose than a traditional cover letter. A few adjustments to your personal statement can get your application noticed by the reviewer.

• Make sure you’re writing what they want to hear. Most organizations that offer a fellowship or internship are using the experience as a pipeline: It’s smart to spend 10 weeks and $15,000 on someone before committing five years and $300,000. Rarely are the organizations being charitable or altruistic, so align your stated goals with theirs
• Know when to bury the lead, and when to get to the point. It’s hard to paint a picture and explain your motivations in 200 words, but if you have two pages, give the reader a story arc or ease into your point by setting the scene.
• Recognize that the reviewer will be reading your statement subjectively, meaning you’re being assessed on unknowable criteria. Most people on evaluation committees are reading for whether or not you’re interesting. Stated differently, do they want to go out to dinner with you to hear more? Write it so that the person reading it wants to hear more.
• Address the elephant in the room (if there is one). Maybe your grades weren’t great in core courses, or perhaps you’ve never worked in the field you’re applying to. Make sure to address the deficiency rather than hoping the reader ignores it because they won’t. A few sentences suffice. Deficiencies do not need to be the cornerstone of the application.

At multiple points in your life, you will need to take action to transition from where you are to where you want to be. This process is layered and time-consuming, and getting yourself to stand out among the masses is an arduous but not impossible task. Having a polished resume that explains what you’ve done is the common first step. But, when an application asks for it, a personal statement can add color and depth to your list of accomplishments. It moves you from a one-dimensional indistinguishable candidate to someone with drive, interest, and nuance.

• Ruth Gotian is the chief learning officer and associate professor of education in anesthesiology at Weill Cornell Medicine in New York City, and the author of The Success Factor and Financial Times Guide to Mentoring . She was named the #1 emerging management thinker by Thinkers50. You can access her free list of conversation starters and test your mentoring impact . RuthGotian
• Ushma S. Neill is the Vice President, Scientific Education & Training at Memorial Sloan Kettering Cancer Center in New York City. She runs several summer internships and is involved with the NYC Marshall Scholar Selection Committee. ushmaneill

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How to Craft Your Nonprofit Organizational Values | The Complete Process

Nonprofit organizational values guide an organization’s actions, unite its employees, and define its brand. Without clearly defined core values, an organization lingers in a constant state of identity crisis. The process of determining a nonprofit’s core organizational values is invaluable. In this article, we’ve provided this step-by-step process and supplied three examples of core value statements.

In the ever-changing world of fundraising , defining your nonprofit value statement isn’t just a box to check—it’s the compass guiding every decision, action, and interaction your organization makes. 

Your nonprofit is like a ship navigating the vast sea of social impact. Without clear values to steer by, you risk drifting aimlessly, unsure of your destination or purpose. But when you define your values, you hoist your sails with purpose and direction, empowering your team to chart a course toward meaningful change. 

These values aren’t just nice-to-haves—they’re the anchor that grounds your mission and propels your impact forward. In this guide, we’ll define organizational values, provide a few great examples of values from leading nonprofits, and talk you through steps to creating your own set of values. Let’s jump in!

What Are Nonprofit Organizational Values?

Nonprofit organizational values are the highest values that guide an organization’s actions, unite its employees, and define its brand. They are abstract ideas that guide organizational thinking and actions. These guiding principles are typically communicated in writing as core values and statements.

Organizational values are ideally set as part of strategic planning when an organization is just being set up (alongside a mission and a vision). If you have already been running your nonprofit for months or even years without identifying core organizational values, no worries. You can (and should) still determine them!

At times, the concepts of nonprofit missions, visions, values, and goals get mixed up. Here’s how you can differentiate them:

• Vision : The future you intend to create; your grand plan—how you’re going to change the world.
• Mission : Your core work; what are you going to do to work towards making your vision a reality, and how are you going to do it?
• Values: The guiding principles for which you stand; the ideals you refuse to compromise as you conduct your mission in pursuit of your vision.
• Goals : The handful of achievements and goals towards which you will work over the next one to five years (you choose the timeframe).
• Strategies : The broad courses of action you will take to achieve your goals.

Why Your Nonprofit Organization Needs Core Values

First and foremost, organizational values help you define who you are — to your staff, to your donors, and even to yourself. They shape your culture and create a self-defined standard for you to hold yourself accountable to.

Imagine if you could get all the people in an organization truly rowing in the same direction, success would be guaranteed. Values help with direction.

Nonprofit organizational values help you make decisions – hiring decisions, program expansion decisions, and day-to-day decisions. For example, if one of your values is “being social” or “learning and growing,” you could decide that events will have an important place in your marketing.

Likewise, when something has you stuck, you can refer back to your values and mission to see which of your options holds to your beliefs.

Values help immensely with all things people-related. They make it clear whom you should hire , and for what. They make clear which employees you should reward and promote, and why. 

Values make communication easier. They ensure compatibility and fit, set clear expectations of each other, and remain consistent as you scale.

A team with a strong set of values is aligned and empowered to do great work without constant supervision, freeing up time. You can use that time to focus on growing the organization and culture so the organization can make an even bigger contribution to the world.

Finally, great organizational values motivate people to go beyond, step outside of their comfort zone, and accomplish something different.

Here are some of the core values that your nonprofit can imbibe to help motivate your team and empower your organization to accomplish its mission with great vigor:

• Transparency
• Attitude of Giving
• Inclusiveness

Examples of Nonprofit Core Value Statements

Let’s take a look at three diverse nonprofit organizations and unpack the beating heart of their missions—their organizational values! These aren’t just words on paper; they’re the guiding principles that help each organization achieve its unique vision for change. 

1. Goodwill

• Respect: We treat all people with dignity and respect.
• Stewardship: We honor our heritage by being socially, financially, and environmentally responsible.
• Ethics: We strive to meet the highest ethical standards.
• Learning: We challenge each other to strive for excellence and to continually learn.
• Innovation: We embrace continuous improvement, bold creativity, and change.

2. Amnesty International

• Accountable: Consistently striving to reach your goals in a thorough, timely way that you can be proud of, and re-empowering others to do the same.
• Considerate: Supporting your colleagues and trying to find out what motivates them to do their best, and what pressures they are under so that you can consider this when you work together.
• Creative: Continuously looking for new and creative solutions and encouraging others’ ideas so that we can adapt and succeed in an ever-changing and uncertain global environment.
• Decisive: Making sound judgments within your work so that a project or activity can progress with pace and confidence.
• Respectful: Treating your colleagues with equality and dignity, and assume they have integrity. Valuing the different perspectives of your colleagues as well as your own and showing them that their contributions and expertise matter.

3. Red Cross

• Humanity: The Red Cross, born of a desire to bring assistance without discrimination to the wounded on the battlefield, endeavors—in its international and national capacity— to prevent and alleviate human suffering wherever it may be found. Its purpose is to protect life and health and to ensure respect for human beings. It promotes mutual understanding, friendship, cooperation, and lasting peace among all peoples.
• Impartiality: It makes no discrimination as to nationality, race, religious beliefs, class, or political opinions. It endeavors to relieve the suffering of individuals, being guided solely by their needs, and to give priority to the most urgent cases of distress.
• Neutrality: In order to continue to enjoy the confidence of all, the Red Cross may not take sides in hostilities or engage at any time in controversies of a political, racial, religious, or ideological nature.
• Independence: The Red Cross is independent. The national societies, while auxiliaries in the humanitarian services of their governments and subject to the laws of their respective countries, must always maintain their autonomy so that they may be able at all times to act in accordance with Red Cross principles.
• Voluntary Service: The Red Cross is a voluntary relief movement not prompted in any manner by desire for gain.
• Unity: There can be only one Red Cross society in any one country. It must be open to all. It must carry on its humanitarian work throughout its territory.
• Universality: The Red Cross is a worldwide institution in which all societies have equal status and share equal responsibilities and duties in helping each other.

Identifying the most important values for your organization isn’t always easy.

It might be that some organizations have not even set forth their core values. Other organizations determined their core values years ago but they need a refresh.

In most organizations, if you ask five employees to articulate the organization’s core values, you will get five different answers.

Whatever your situation, we hope you find the following process for determining core nonprofit organizational values useful.

How to Craft Your Nonprofit Organizational Values – Step-By-Step Process

Now, let’s work on crafting the backbone of your nonprofit — the organizational values that will shape every decision and action you take. In this step-by-step process, we’ll define the principles that underpin your organization’s identity. 

From clarifying your mission to ensuring your values guide your daily operations, we’ll navigate each stage with clear direction and purpose.

1. Brainstorm a Process You Will Follow

Like any project, this one needs some thinking before you dive deep. Think about:

• What is the end goal?
• Who needs to be involved?
• What requirements do you need to meet?
• When does the project need to be completed? What’s the timeline?
• How will you measure success?

Outline your objective or why you’re doing this. Then, list the exact steps you’ll need to take to accomplish the objective and scope out how much time that would take. Also, note who would need to be involved.

At this stage, it’s valuable to determine how you will go about the process.

Conduct interviews

Department heads can conduct interviews with employees in their teams to do the following:

• Gather and distill data before coming to a workshop with the core team present.
• Come with raw data to a workshop with the core team.
• Gather and distill data before turning it over to the “values committee/team” that will continue working on it.
• The whole team gathers for a day or two of brainstorming and drafting values.

Which process you choose will depend on the size and structure of your organization . For example, if your organization is big (or even mid-sized), discussing it with all employees is unrealistic. On the other hand, if your organization is smaller, that might be the best option.

Pro tip: A bottom-up approach is important if you want your values to reflect your organization and if you want your team to feel a sense of ownership and accountability. You cannot just tell someone what they should find meaningful — simply mandating values to employees rarely works. 

Read more about nonprofit management here .

2. Think of Prompts and Processes

Once you decide on the format of your process, it’s time to think of a variety of questions that you might ask during interviews or workshops (or both).

These questions should act as prompts, leading your team to come up with values without asking them: “What are our values?”

Here are some suggestions to help you out:

• What are the key qualities every employee in our organization must possess―no matter their department or position?
• What drives our decisions?
• Are there certain fundamentals we’re not willing to compromise on?
• Think of what you admire about your team. Which of their attributes and behaviors exemplify the best elements of our organizational culture?
• What do successful employees in our organization share in common?
• What are the traits and values we have been looking for — even if we weren’t actively aware of it — in people when hiring ?
• Why do people stay with us and refer their friends to us?
• What are our strengths as an organization? Why?
• Are there any weaknesses in our organization? What are they?
• What’s an action our organization took, or a decision we made, that you believe was right? Why so?
• When we really nailed something, what kind of values and traits were coming through?
• What’s a meaningful moment you experienced while working here? What happened? Why was that moment meaningful?
• If you could choose 3 words to describe the team at our organization, what would they be?
• What kind of organization do we want to be in the future?
• At the end of the day, what one thing will the team at our organization be remembered for?

Pro tip: Before you start with the interviews or the workshop, give the team time to reflect independently on your existing (and yet unspoken) nonprofit values, and their opinions on the values systems that would be best suited for your organization. This will make the process smoother later on.

Jim Collins explains the what and why behind the exercise.

An interesting approach to do the initial value brainstorming was suggested by Jim Collins and called “ The Mars Group ”.

“The “Mars Group” works like this: Imagine you’ve been asked to recreate the very best attributes of your organization on another planet, but you only have seats on the rocket ship for five to seven people. Who would you send? They are the people who are likely to be exemplars of the organization’s core values and purpose, have the highest level of credibility with their peers, and have the highest levels of competence. One method is to have people involved in the process nominate a Mars group of five to seven individuals (not all need to come from the assembled group), and those most nominated become members. Generally, it is best to have the Mars group not include the top officers of the organization. Then, later, those top officers can respond to the output of the Mars group to create a final articulation of the vision. Once you’ve assembled your “Mars Group,” you would start listing out all of the attributes about each person that made you nominate them. This can start the foundation for defining your values. A similar exercise would be to ask the participants or interviewees to identify 6-8 people in the organization, but not in the room, that they would like to “clone” or re-hire many times over. For instance; “I would love to clone Amanda, she finds a solution to every problem.”

3. Get All The Ideas Out There

Now is the time to get input from that brainstorming in one place.

If you’re compiling answers from different interviews, you might do this in a spreadsheet.

If you’re doing this ‘live’, in a workshop, you could start by listing all of the potential values on a whiteboard or putting up all the sticky notes you created during brainstorming in groups or as one big group.

Remove the duplicates/repeated words, start grouping some words that are very similar and close to each other, and finally, ask everyone to select ten values that resonate with them. They would then rank those values in order of importance to them. You could compare the lists and assign a point-based value system to each value – if a value was #1 on a person’s list, it could be given 10 points; if it was #10, it could receive 1 point; and so on.

This could help with creating a shorter list from what would likely be a large list of anywhere between 20-75 values.

Make sure to step back and take a look at your options from a different point of view. Examine anything that jumps out, and consider why it stands out. 

This is a great time to chat about what you value as an organization, especially if you have dedicated a day/weekend to this. General themes will ideally emerge from your lists, and you’ll uncover areas of agreement and disagreement.

Pro tip:   Choose a setting separate from your everyday work environment, so everyone can clear their minds and focus on the important process at hand.

4. Distill and Condense

Distilling is the process of reducing the various phrases into better, more concise, and relevant phrases.

In the previous step, you would have eliminated some values, grouped and merged some values, and started to get a sense of their importance to your team.

It can be hard to decide whether a value is worth capturing (or if it is aligned with your organization’s vibe).

Your vibe comes and goes, and flexes depending on location and who joins and leaves, whereas your values stay consistent.

Continue discussing the values and prioritizing them, and aim to condense the list to 20-30 values.

When you’re distilling, ask yourself some or all of these questions:

• Is this something we’ll still believe in 5 years ? What about 10 years?
• Are willing to hire or fire somebody based on these values?
• Is this something we can apply to donor relations ? Or program development? To every area?
• Is this important to our long-term success ?
• Is the value sustainable and can we maintain it forever?
• Does this apply to all areas of our company and all employees?
• Will this value help us make important decisions in the future?
• Would we choose to leave money on the table because of this belief?

With each iteration, keep asking: 

• Why did this value/aspect come up? 
• What is sacred? 
• When do we refuse to compromise?

20-30 values are too many to be actionable and memorable. Your next step is to group these values under related themes. For example, taking initiative and being proactive could be grouped, as could honesty and transparency.

Keep synthesizing the information so it can guide the drafting of your organization’s core values. You’re looking to come to about a list of 10-15 values ideally.

Transcribe individual comments to individual Post-it notes on a whiteboard, or paste them into individual cells in a spreadsheet column. Read the comments and look for connections and patterns. Group comments based on affinities they seem to share.

Pro tip: Don’t get too wrapped up in arguing about what you are true to today, and what you aren’t true to yet. Say you aren’t 100% inclusive, so you might be stuck on if you can make “inclusivity” one of your values.  It doesn’t matter, and in fact, values should be aspirational in addition to simply reflecting the current behaviors.

5. Create The First Draft

During the meeting, assign responsibility for fine-tuning your values statement offline.

This process needs one person — ideally a founder or a long-standing member of the leadership team, someone with your organization’s core values in their gut — to be an all-absorbing sponge and to take time out alone to reflect and apply a bit of creativity.

The distilling and drafting process is not for multiple people, although some organizations find success by appointing a values team/committee.

If you’re going with a values committee/team approach, ask yourself the following questions when choosing its members:

• Who understands our culture well?
• Does someone demonstrate the qualities of an “ideal employee?”
• Is there anyone who knows the employees well?

Create a rough first draft (ideally of both values and value statements). Don’t worry about wordsmithing and refining just yet, as you will go through several rounds of feedback and revision.

Pro tip: Generally, 5 – 8 well-targeted, authentically expressed values give a solid foundation of what is at the heart of an organization. Any more, and you’re watering them down or reaching too far.

6. Discuss Interpretation and Value Statements

It would be impossible to list your values with a single word (e.g. Integrity, Accountability, or Kindness).

While a one-word value might be easier to remember, it is difficult for a single word to become a distinct expression of your unique culture. Once your nonprofit has its list of values, set aside time to discuss what each value means to you and to your team and how each one could and should be applied in your everyday work.

Keep in mind that even the most well-intentioned employee may misunderstand or misapply a value if you don’t discuss it with them in detail. What’s obvious now in the midst of the value-refining process may not be obvious to an employee who joins the team a year later.

Make sure each value includes a value statement, or a few sentences describing what that value means to your organization.

For this discussion, focus on addressing questions like:

• What does this value mean to us?
• What does this value look like in action?
• How might it be misinterpreted?
• How will we evaluate adherence to this value?

Try to combine your shared understanding into clear, direct explanations of how you will see, experience, and live those specific values in the workplace.

Take the value of “kindness” as an example. What does that look like at your nonprofit? How will your employees demonstrate their kindness? Who will they be kind to?

Pro tip: You can get creative with your values and value statements. Sometimes it takes moving out of the generic to truly bring values to life. Here’s how Atlassian did it. Albeit not a nonprofit, this can serve as an inspiration for your work.

7. Work on The Final Draft

Get wordsmithing help. This is a skill that is difficult to master — if you can, get the help of an expert when it comes to the final stages of refining the language in your values.

You may need to do this process a few times — draft, meet, discuss, modify, redraft, and repeat — before landing on an interpretation that everyone can stand behind.

It’s okay to take time. The more thoughtful and intentional this process, even if it’s slow, the better.

If your values aren’t memorable or concise, they won’t serve any purpose. Values should be easy to communicate and easy to remember.

Once you have your final draft and before unveiling your values, think and test how your values hold up:

• Will each value help you make decisions (especially the difficult ones)?
• Are your core values memorable?
• Have you included every part of your culture in at least one value?
• Does each value speak to at least one desired behavior?
• Are your values congruent with your behavior (when you’re at your best)?
• Do values speak to all employees, regardless of rank and function? Are they universal enough?
• Are they specific and distinct enough and not too ‘vague and general’?
• Can your organization uphold these values in stressful and difficult situations?
• Are you willing to defend these values unequivocally?

Once you’re confident with your values list, alongside their descriptions, it’s time to unveil and celebrate.

Pro tip: Use inspiring and unique words and vocabulary. Our brains are quick to delete or ignore the mundane and commonplace. A phrase like “Donor Service Excellence” is not going to inspire you or your employees. “Innovation” is more boring than “Wild Creativity”. However, don’t fall into creating flimsy slogans and taglines that sound sales-y. Those are not core values.

8. Unveil And Celebrate

It’s time to unveil the fruits of your labor!

There are many ways in which you can share your newly created values. You can create a slide show or something more creative like the poster by SEOmoz. The acronym for their values is TAGFEE .

In addition to having something easy to grasp (like the acronym and the poster), it’s advisable to create a document (or a blog post if you want to make the details of your values public) that goes more in detail. Moz did a GREAT job of describing exactly what their values mean to them, complete with examples, tenants, and criteria. Doing this eliminates potential confusion, and inconsistency, and makes values clear and tangible.

Be transparent about the process. Let people know why the final values statement looks the way it looks. What decisions have you made, and why?

Whatever you choose to do, try to create a sense of excitement, buzz, and celebration. This should be an uplifting event for the whole organization!

Throw a big party, showcase employees talking about examples of how they lived that value, create a fun video, and constantly reinforce WHY that value matters to everyone in the organization.

Nonprofit Organizational Values – Bonus Tips

1. bring your values alive..

Organizational values are a living, breathing thing. They guide how an organization thinks and behaves; they will help you make decisions and form successful relationships. Maintaining your values takes effort, but the rewards are more than worth it.

Your core values should be visible in every aspect of your work: from fundraising and marketing to finance to HR .

Don’t let your values gather dust in a drawer or an employee handbook. Bring them alive. For example, at your quarterly meetings, you can review each core value and give shout-outs to team members who’ve exemplified it.

You can paint them prominently on your office doors or pull them out in blogs, reaffirm them in printed material, such as brochures and annual reports . During goal-setting, frame your goals around values.

2. Integrate your values.

It’s critical to identify any changes you’ll make or practices you’ll adopt to support the integration of your values.

For example, to integrate an “innovation” value, you might set up an innovation award given out during the quarterly review process.

To integrate your “people-oriented” value, you might want to introduce a practice of “mental health days off” for your employees.

Draft a plan for integrating your values. Go one by one to determine how they might become a part of your culture, or how you might build a rewards system that better aligns with them.

3. Revisit and evolve regularly.

Your nonprofit organizational values list shouldn’t be static. Perhaps a few months later you might combine two values to more accurately represent your team and your overall purpose. (This can often happen in the first six months after you’ve determined the values).

However, mission and values are typically not an annual editing issue, so they shouldn’t be revisited too frequently either. Values are long-term foundational attributes.

It’s typical to review values and mission during the strategic planning process, which typically happens formally every three to five years. However, this might not work for every organization.

Take these with a grain of salt and decide what frequency is best for your organization.

Pro tip: Although constantly changing values might not be good, frequently ask yourself how you’re living them as an organization!

Now, It’s Your Turn

The process of developing core nonprofit organizational values in the right way is not quick nor easy. However, organizations with strong cultures perform better than those without. 

Although creating and leveraging core values may seem daunting, the impact on your company culture can be tremendous.

Thoughtful, well-implemented nonprofit organizational values can serve as the foundation for a positive, high-performance, and high-impact culture.

While the process of defining your organizational values can feel time-consuming and complicated, it’s an important step in setting your nonprofit up for long-term success. 

If you’ve recently started a nonprofit in the United States, we’ve created several state guides to help you through the setup process. Plus, our Nonprofit Blog , Library , and Donorbox Academy are packed with great resources, tips, and templates to help you through the process. 

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How to Write a Winning Personal Statement

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•       Resources       Writing a Winning Personal Statement for Grad School

Writing a Winning Personal Statement for Grad School Tips and Advice for Standing Out as a Graduate Program Candidate

Applying to graduate school can be a significant step toward reaching academic and career goals, which can make the admissions process even more intimidating. Along with gathering letters of recommendation, taking exams and submitting transcripts, prospective graduate students typically have to write personal statements to include with their applications. The personal statement is an oft-elusive element of the grad school application, but it fulfills a specific and significant need in the eyes of admissions committees. By learning about the personal statement and its role, getting familiar with this essay's key elements and soaking in tons of advice from an admissions expert, graduate school applicants can prepare to write outstanding personal essays that can help them land spots in their ideal graduate programs.

• What is a Personal Statement?
• Personal Statement Components
• How to Write a Winning Statement

Personal Statement Example

Additional resources, what's the personal statement on a grad school app.

Graduate school applications often have prospective students include personal statements. These help admissions committees get to know the person behind each application. A personal statement is a short essay that introduces a grad school candidate and his or her personal reasons for applying to a particular program. While metrics such as GPA and test scores can give an admissions committee an idea of a student's qualifications, they are impersonal and don't indicate whether a candidate would be a good fit for a given program. "Metrics only show one small part of the entire picture," says career coach and former university admissions representative Meg Radunich. "Graduate programs care about the person behind the standardized test score and grade point average. A personal statement is the only part of the application where a candidate gets to make their own case for what they can add to the cohort of incoming first year students."

Students may get applications that ask for statements of purpose, or statements of intent, as well as personal statements. With such similar names, it's no surprise that many students wonder whether there is a difference. Depending on the program and writing prompt, a personal statement and a statement of purpose may fill the same need in the eyes of the admissions committee. In cases where both are required, however, things can get a little tricky. In general, the statement of purpose focuses more on a student's reasons for applying to that particular graduate program and may address topics such as career and research goals, how his or her academic track record demonstrates qualification for that particular school or program of study and how a given program will impact the student's future.

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By contrast, personal statements usually lend more freedom when it comes to content and form and are intended to give the admissions committee a glimpse into a candidate's personality. This narrative essay combines specific, self-reflective anecdotes with details about past experiences (internships, volunteer experiences, etc.) and a clear delineation of a student's goals and interest in the prospective graduate program to provide a fuller picture of the applicant. This combination, often unaccompanied by an explicit writing prompt or set of instructions, can make even the most practiced essay writers freeze up. Familiarizing themselves with the ins and outs of writing strong personal statements for graduate school can alleviate stress and ease the process of sending out those applications.

Components of a Successful Personal Statement

Because personal statements are individual to the applicant, there is no one-size-fits-all way to write them. However, there are a few key elements of strong personal statements that prospective graduate students should keep in mind as they write.

• Broad Understanding
• Vulnerability and Sincerity
• Awareness of Audience
• Individuality

When writing personal statements, students may feel pressured to tell admissions committees everything about themselves. People are multifaceted, and it seems extra important to hit all your personality highlights and accomplishments. However, the personal essay isn't meant to be an autobiography or a long-form reiteration of the applicant's resume. "One major mistake I see all the time is students who try to tell too much in the personal statement," says Radunich. "Tell one or two specific stories or scenarios really well instead of having a broad focus and attempting to tell your life story. The goal of the essay is to get an interview, one-on-one face time that will you allow you to divulge more. Use that personal statement to tease them just enough so they feel like they need to get you in for an interview to learn the rest of your story."

• An MFA program applicant could build his statement around a sculpture class reluctantly taken during sophomore year of undergraduate study that encouraged him to experiment and ultimately changed his art style and approach. This is more telling and interesting than meandering through a lifelong love of art that began at childhood.
• Students should try to keep the scope of their personal statements within the past few years, as admissions committees are generally most interested in applicants' undergraduate experiences.

The best personal statements have clear purposes and easily draw readers in. Students should be cautious about turning their personal statements into risky or edgy creative writing projects and instead maintain a strong narrative structure using anecdotes for support when necessary. "Everyone loves a coming-of-age story," Radunich says. "Remember that the faculty have a vested interest in admitting students who will be fun for them to work with and watch grow." Applicants should determine which key points about themselves are most important to make and then choose situations or experiences that demonstrate those points. This serves as the main content of the personal statement. It's important that students remember to keep anecdotes relevant to the specific programs to which they are applying and to make it clear how the experiences led them to those programs.

• A prospective engineering student who volunteered abroad might set the scene by writing about how working with members of the local community who had their own innovations based on supplies that were readily available in their area, like flip phone batteries and dismantled mopeds, challenged her exclusively Western understanding of infrastructure and exposed holes in her knowledge.
• She could follow up with brief but concrete examples that showcase both hard and soft skills relevant to her program of study, like how experience as a resident assistant affirmed her desire to help people, and her senior thesis project pushed her to reach out to others and collaborate for the sake of better research.

Along with a focused narrative, grad school applicants should demonstrate for the admissions committee why they want to attend this program and how doing so relates to their place academically, locally and globally. Radunich notes that strong personal statements show that candidates understand the "big picture" of the profession and the true meaning and impact they will have in their communities.

Applicants often feel as if they have to show how highly accomplished and impressive they are in their personal statements, but Radunich stresses the significance of being honest and vulnerable. "It helps the reader connect. Admissions deans read enough essays from 23-year-old applicants who brag about their accomplishments and think they have life figured out." Acknowledging faults or weaknesses shows the committee that an applicant is self-aware, teachable and eager to grow.

• "One medical school candidate I worked with wanted to become a psychiatrist due to her own personal experience with anxiety in high school," recalls Radunich. "Instead of hiding this experience, she owned it. Her personal statement was phenomenal as a result."
• Vulnerability should be presented as something that leads to growth rather than an excuse for doing poorly in certain academic areas.

Strong personal statements demonstrate awareness of audience and how content may be received. Radunich advises applicants to think about their essays from admissions deans' perspectives: What would and wouldn't you want to read it if you were in their shoes? As they write, students should remember that admissions personnel must read many personal statements and sort through thousands of applications. Being conscious of how words or stories may be perceived by those with experiences different from their own can be invaluable to students.

• Radunich cites a time when she worked with a student who wrote about her experience providing medical care in a developing country as part of her medical school application: "The student had good intentions, but in writing she sounded patronizing and even condescending when describing her interactions with patients. She had no idea. Remember that people who see the world differently from you will be reading this essay."

One of the biggest keys to writing a successful personal statement is in the name itself. This essay is meant to be personal and completely unique to the writer. "You have full control over this part of your application," Radunich says, urging students to avoid coming across as desperate in their essays. "Fight the urge to ‘shape shift' into whom you think that program wants you to be. You're not going to be a perfect fit for every single graduate program. Be you, and if a graduate program doesn't get it, you most likely aren't going to be happy in that program for the next three or more years." Many applicants may have similar metrics, but each student has different experiences to write about in a personal statement. Students should commit to their experiences and own them rather than err too far on the side of safety, something Radunich says is a common pitfall.

• "Students also make a mistake when they play it safe and write personal statements that have been played out. For example, medical students tend to cite experiencing illnesses, watching family members struggle with their health or wanting to help people as the reason why they want to become a doctor. Admissions deans have to read thousands of these. Make it personal and offbeat. Give them something new to read."

Applicants must take time to ensure their personal statements are tight and free of errors. Radunich stresses the importance of proofreading. "Do not even bother sending in an application with a personal statement that has spelling mistakes or grammatical errors. This personal statement is a reflection of the quality of work you will submit for the program."

One of the hardest parts of writing a personal statement is getting started. These steps and strategies can help prospective graduate students push through the initial hesitation and get on their way to writing winning personal statements.

• Read the instructions. Some applications provide little in the way of guidance, asking prospective students to expand on why they want to apply to the program or supply information on their backgrounds and interests. Others, however, give specific guidelines on content, format, word count and submission method. It's crucial that applicants read and understand what is expected of their personal statements. It won't matter how beautifully crafted the statement is if it doesn't address the prompt or disregards stated length requirements.
• Self-reflect. Before sitting down to write, students should spend a good amount of time thinking about their strengths and what they want to convey to admissions committees. Radunich says it's essential for students to really dwell on what makes them special. "Take time to reflect on your personal brand. What qualities do you bring to a cohort of graduate students that this program doesn't know they need?" When students are confident in their positive qualities, it can make it easier to convince admissions officers the value they bring to any given graduate program.
• Talk to friends and family. Sometimes figuring out how to write about oneself or what elements to highlight can be tough. Radunich says that this is where friends and family can be extremely helpful. She recommends talking those who know you best. "Ask the people who have been with you throughout your journey to provide feedback on who you are and what they've observed. Use them to provide feedback on what you have to offer a graduate program. How would they describe you in five words? This is your ‘essence self' — what makes you stand apart from others."
• Be authentic. "We hear this all the time, but it's the best advice," says Radunich. "Admissions personnel can smell a phony. They know when you're using words outside of your vocabulary or when you're exaggerating what an experience meant to you. They read thousands of personal statements per year and also see which applicants show up as the people they said they were once they're admitted. Don't sell yourself to an admissions panel; present a polished yet real account of who you are and what you care about. This way, the right school will recognize what you bring to the table."
• Keep it relevant. The focus should remain on why the student is qualified and wants to apply to that particular program. Admissions personnel want to get familiar with their applicants, but they mostly want to make sure they choose students who value the program and have specific reasons for applying. For instance, a student may be drawn to a program because one or two faculty members conduct research that aligns with that student's interests. That is something worth mentioning in a statement. Anecdotes and stories bring a personal element, but it's also important to include practical, academic- and career-focused details, too.
• Get feedback from outside sources. It's helpful for students to ask other people to read their personal statements. As Radunich points out, this can help students see how their statements may be perceived by others, and another set of eyes can help a student determine whether or not the essay is engaging and well-organized. Friends, family members, teachers and writing center staff can all be great resources.
• Use specific examples. Grad school applicants should do their best to avoid using general statements or listing their experiences and qualifications. "Use specific examples and strong storytelling to pull the reader into your life and care about you by the end," suggests Radunich. "For example, if you're applying to medical school, give us one specific, personal story about something that happened while volunteering at the hospital that changed your worldview, challenged you and confirmed your goal of being a doctor."
• Address potential shortcomings. The personal statement is an excellent opportunity for a candidate whose metrics aren't top notch to stand out and plead his or her case. "If the student earned less-than-stellar grades during their undergraduate education," notes Radunich, "(the student) can provide some context in the personal statement." Students may not feel this is necessary or be comfortable with this, but it is an option. Applicants should be cautious about how they address any weak points; explanations should not sound like excuses but should be framed in a way that demonstrates perseverance, improvement or the learning that followed those challenges.
• Use space efficiently. Personal statements are generally pretty short, often ranging between 500 and 1,000 words. This means that filler words and phrases, such as "the truth is," or "it's my personal belief that," take up valuable space that could be used to compel admissions into requesting an interview. It's important to convey a clear image in a few paragraphs, so be both concise and precise. In statements allowing longer word counts, keep in mind that more isn't always better. Admissions committees read thousands of personal essays each year, and longer ones may be at greater risk of being skimmed through rather than thoroughly read.
• Draft, edit, repeat. Depending on the program, a student's personal statement can carry considerable weight. It shouldn't be thrown together at the last minute. Allowing for adequate time to write multiple drafts, edit and thoroughly proofread is a must. Have other people proofread and check for grammar before sending in the application; they may catch errors that were glossed over in earlier drafts.

Writing a personal statement can be intimidating, which may make it difficult for applicants to get started. Having enough time to ruminate and write is also valuable and can give students the opportunity to choose a strong point of view rather than feel pushed to write about the first thing that comes to mind. Radunich emphasizes that students who aren't sure what to write about or how to approach writing about themselves should do some considerable brainstorming and get input from those who know them well. Students are often self-critical, especially in high-stakes situations, and they may not realize the positive qualities they may have that stand out to others.

Radunich also offers tips for getting in the mindset of admissions personnel: "They're reading the personal statement and gauging the candidate's fitness for the program. Can this person deal with stress and persevere? Does he/she have grit? Has this person overcome adversity, and does that give us confidence that they can handle the three demanding years of law school? Can this person handle receiving feedback, or will he/she drop out after the slightest bit of challenge or criticism? Can this student tolerate differing viewpoints and be open to growth?" Considering these questions can help guide students through the writing process.

It may also help students to look at example personal statements and see how these key considerations play out in an actual essay. Take a look at this example personal statement from a prospective grad student.

As I approached the convention hall, I wondered if I had gotten the room number wrong. I couldn't hear any signs of life, and I was losing my nerve to open the door and risk embarrassing myself. As I imagined a security guard striding up and chiding me for being somewhere I shouldn't be, a hand reached past me and pushed the door open, jolting me back to the real world. I peeked in. More hands. Hundreds of them. Hands were flying, waving, articulating, dancing . I was at once taken by awe and fear.

You can do this.

I had never planned on taking American Sign Language, and I certainly hadn't planned on it taking my heart. In my first term of college, I signed up for German, a language I had loved the sound of since I was a child. A week before classes began, however, the course section was cut. In my frustration, I decided I would take the first available language class in the course register. In hindsight, that probably wasn't the smartest approach, but it was a decision that completely altered my supposedly set-in-stone plan of becoming a linguist. The complexities of nonverbal language floored me, and I found myself thinking about hand signs while writing essays on Saussure's linguistic signs. I rearranged my schedule so I could take improv classes to help with my facial and body expressions. Theater! That was completely out of character, but I suddenly found myself compelled toward anything that would help immerse me in ASL and deaf culture.

Except actually getting involved in the community.

I knew going to my first deaf convention would be intimidating. My hands shake when I'm anxious, and nothing brings on nerves quite like throwing yourself into a situation where you are a total outsider. Between my limited vocabulary, quaking fingers and fear-frozen face, would anyone be able to understand me? What was I doing here? I had been studying American Sign Language for nearly three years and had somehow managed to avoid spontaneous conversation with the deaf community, and I was terrified. Workbook exercises and casual conversations with classmates — who had roughly the same ASL vocabulary and relied on the same linguistic crutches as I did — had become increasingly comfortable, but immersing myself in deaf culture and community was something entirely different. I was afraid. However, American Sign Language and deaf studies had captured my heart, and I knew this fear was a huge barrier I needed to get past in order to continue working toward my goal of becoming an advocate and deaf studies educator.

It must have been pretty obvious that I was both hearing and petrified, because I was immediately greeted by someone who, very formally and slowly, asked if I was a student and offered to accompany me. This small gesture is representative of how I became so fond of deaf culture in such a short period of time. The hearing community tends toward posturing, indirect communication and a sometimes isolating emphasis on individualism, and my limited experiences within the deaf community have been the opposite. The straightforward communication that exists in a beautifully nuanced and perspicacious language and the welcoming enthusiasm to grow the community is something I intend to be part of. I am an outsider, and I have much to learn, but I want to do everything I can to encourage understanding and exchange between the deaf and hearing communities and make hearing spaces more inclusive, especially for those who have more experience as outsiders than I do.

My devotion to language and learning about culture through communication hasn't changed, but the path by which I want to pursue that passion has. My foray into deaf studies and American Sign Language may have started as an accident, but no matter how nervous I still get when my fingers fumble or I have to spell something out, I am humbled and grateful that this accident led me to a calling that could have remained unheard my whole life.

Brainstorming is an important step in writing a convincing personal essay, and Coggle may be just the tool to help. Coggle is a mind-mapping app that helps users organize their thoughts in visual, nonlinear ways. Users can easily share with collaborators, such as writing coaches, advisers or friends.

Inspiration may strike at any time. Students can make sure they're prepared to jot down any personal statement ideas, gather inspiration and organize their thoughts with Evernote , a popular note-taking app.

Writing personal statements requires distraction-free writing time. However, most students do their writing on their most distracting devices. FocusWriter is a simple tool that helps mitigate the distraction problem by hiding computer interfaces and substituting a clean, clear digital writing environment.

This web browser add-on makes checking grammar quick and easy. Grammarly scans users' text and provides context-specific suggestions and corrections. Detailed explanations of each suggestion help users improve their writing over time.

This subject-specific book is a guide to writing personal statements for graduate school. It includes tons of tips and examples to help students write their application essays.

Microsoft's OneNote app is one of the most popular among those who like to use outlines to gather and organize their thoughts, but its many features make it a great prewriting tool for writers of all organizational preferences.

Mindomo can help grad school candidates brainstorm and pinpoint key elements to include in their personal statements. The app's mind maps, concept maps and outlines help users easily visualize and organize their ideas.

Students who are looking for an advanced editing tool to help them power through their grad school applications might want to look into ProWritingAid , a comprehensive application that helps with basic and advanced editing and addresses issues in style, word choice and structure.

The academic writing standby, Purdue OWL , weighs in on the 10 essential dos and don'ts of personal statement writing.

The UNR Writing Center offers this extensive, alphabetized list of tips on writing, from academic voice to writing introductions, to help with the writing process. Students should also consider consulting their own undergraduate schools' campus writing centers for help as well.

UNC provides specific guidance for students writing personal statements and other significant academic essays. The guidance on this page is not exclusive to UNC, so students from many different schools may find these tips helpful.

Penn State's College of Earth and Mineral Sciences provides this online manual to help students understand and successfully write personal statements and other graduate admissions and scholarship essays. The easy-to-navigate chapters provide many examples and tips to meet a range of criteria.

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How to Write a Top MBA Personal Statement (With Examples)

Working on your MBA application? You aren’t alone. In 2021, over 200,000 students graduated with an MBA degree making it the number one choice for graduate students for the 10th year in a row. And there’s good reason for this. According to the National Center for Education Statistics , post-MBA, grads can earn significantly more at work—experts estimate an additional $20,000 each year depending on the industry. 

During the application process, you’ll want to stand out. A well-crafted personal statement will help distinguish you from other applicants. It serves as a powerful tool to showcase your unique experiences, skills, and aspirations to admissions committees. To make a lasting impression, tailor your personal statement to each MBA program you’re applying to, highlighting how your background aligns with their values and goals. For additional support, keep reading for some MBA personal statement examples and guidance. 

Understanding the Foundations – Word Count, Templates, and Pricing

When you start your personal statement, keep the word count in mind. Make sure to write your statement succinctly. Templates can give crucial structure to a first draft and make sure you hit necessary points. Finally: is it worth it to hire a professional proofreader? We break down the pros and cons. 

Word Count Considerations

A well-written personal statement is often the deciding factor in the business school admissions process. Conveying your thoughts concisely is a crucial skill in the business world, and future peers will be grateful for your brevity.

One strategy is to start with a longer draft and edit it down when revising. Remove unnecessary details and tighten wordy language. Focus on improving the quality of your content over meeting the maximum word count. 

Templates as a Starting Point

Templates can help to organize your thoughts. Use them to provide structure and give your writing direction. By planning ahead, you can decide how much space you want to dedicate to each element—this can also help you meet the word count.

Remember: popular templates are popular for a reason, and following them too strictly can make your statement feel rigid and unoriginal. To avoid that pitfall, personalization is key. Your individual experiences, goals, and perspectives are all unique. What would a Master’s in Business Administration mean to you? Don’t be afraid to customize any template to fit your voice. 

Professional Proofreading

Graduate schools know what a well-written personal statement looks like—and so do professional proofreaders. Experts can help catch small grammatical errors and improve clarity in your writing. It can be challenging to review personal writing from an objective standpoint. A good proofreader will streamline your writing and ensure overall coherence, improving your odds with your preferred school of business. 

Unfortunately, this can be expensive. Pricing for these services can easily cost hundreds of dollars. If hiring one isn’t in the budget, here are some alternatives: 

• Find writing groups online or in person. Not only will you receive feedback, you’ll get a better idea of what other personal statements look like. Be prepared to help edit other statements.
• Reach out to peers and mentors. Turn to people who know your voice and can tell when your writing is authentic. Make sure they aren’t afraid to give negative feedback.
• Utilize free online resources. Writing tools like Grammarly or Hemingway help check grammar and sentence structure. They won’t help with essay format and aren’t infallible; double-check any changes they might suggest.
• Read your statement out loud. This can help make sure your statement has a good rhythm and flows naturally.
• Take breaks. Be your own set of fresh eyes. When you’re in the thick of writing, you might glaze over easy-to-spot details while you’re thinking of the big picture. Allow yourself to recharge and clear your head before you get back to it. 

Tailoring Your Personal Statement to Top MBA Programs

Make sure to personalize your essays to specific MBA programs . Include details about specific classes and faculty, unique opportunities, and the strengths that make this program stand out. 

Then, tie yourself into the narrative. What role would you fill as a graduate student or an alumnus? Consider your own strengths and where they align with this specific program. What career goals could this opportunity help you achieve? 

Remember to mention your soft skills and other details that may not show up elsewhere on your application. Finally, shine a spotlight on your unique contributions in past roles. 

Write a Captivating Introduction

A beautiful personal statement will be overlooked unless the introduction captivates the audience. You can begin with compelling anecdotes, personal stories, or influential quotes. Tie this introduction into your reason for pursuing an MBA. Make the reader care before launching into your achievements. Then, clearly state why you’re pursuing an MBA. Example: “From the dynamic intersections of global markets to the intricate strategies driving corporate success, the realm of business has always beckoned to me as a realm of boundless opportunity and perpetual evolution..” 

Discuss Academic and Professional Background

Now it’s time to discuss what you’re bringing to the table. It’s okay to brag! Think about any key achievements or acquired skills that are transferable to an MBA program. What motivated you to apply? Example : “As a project manager at XYZ Corp, I navigated intricate challenges, demonstrating resilience and strategic thinking – skills I am eager to refine in a top-tier MBA program.” 

Answer the Questions: Why an MBA? Why Now? 

What does an MBA mean for your career goals ? Break down your short and long-term goals to answer this essay question. How do the skills you gain from earning an MBA connect to your plan? Research the program you’re applying for and use examples from the curriculum. Example : “My immediate goal is to transition from project management to strategic consulting, and Crummer’s MBA program’s focus on experiential learning and global business strategy perfectly complements my aspirations.” 

Emphasize Soft Skills

Think about moments you demonstrated personal growth or teamwork. Are there any moments you stepped up to lead a project or team? Your past experiences will influence your habits in a graduate school setting. Example :  “Leading a cross-functional team on a high-stakes project not only honed my leadership skills but also taught me the importance of collaborative problem-solving, a cornerstone of Crummer’s MBA program. “

Spotlight Unique Contributions

What sets you apart from other applicants? Moreover, what impact will your unique perspective bring to the MBA cohort? Explain how your background will enrich the learning environment. Detail personal qualities and experiences that showcase your value. 

Key Elements for a Powerful Personal Statement

Take a holistic approach to strike the right chord in your personal statement. Give admissions committees a more concrete impression of you. Weave in your qualifications, experiences, and aspirations. Don’t just mention your professional achievements—detail all of your positive qualities. 

Showcase Work Experience 

Be strategic when discussing your real-world work experience. If you can, including measurable results is a great way to show your professional impact. Earnings numbers, statistics, and other metrics will show off your professional experiences. 

Articulate Career Goals and Aspirations

When discussing career goals for an MBA application, detail your short and long-term objectives clearly. Ambiguity can weaken your statement’s impact. Whether you’re joining a family business, starting your own business, or looking to go abroad for international business you should discuss how you see yourself navigating the business world. Connect these career aspirations to the MBA program. 

Incorporate Extracurricular and Real-World Experiences

Touch on any extracurricular experiences like internships or entrepreneurship. Explain how these real-world experiences impacted your analytical skills, business acumen, and decision-making. If you’re an entrepreneur, touch on your journey or discuss the vision for your next startup. 

You can also talk about moments where you demonstrated leadership and communication skills. Teamwork is critical to business leaders. Reflect on your leadership experience—the successes you’ve won and the lessons you learned. 

Maintain Authenticity

Write authentically. Admissions officers want genuine stories. Give readers a reason to empathize with you. Overly formal and generic language can depersonalize your statement and keep readers at arm’s length. 

Also, use conversational language. If something sounds clunky or unnatural, it probably also reads that way. Plus, the way you speak naturally showcases your personality. While you should always use proper grammar, don’t suck the life out of your statement in the name of sounding more “academic.” Use this opportunity to demonstrate your communication skills. 

Navigating Common Challenges

Crafting your personal statements can be challenging! Let’s answer some FAQs. 

How Do I Balance the Personal and Professional Aspects?

Be intentional about what you choose to mention from your personal life. Use elements that either contrast or emphasize your professional experience. How does your background influence your business philosophy? Make sure to keep a professional tone and align your statement with the admissions committee’s expectations and be prepared for any questions the interviewer could ask.

How Do I Handle Sensitive Topics?

If you’re writing about a sensitive topic, do so thoughtfully. You don’t know what type of people will be reading your statement, so be considerate and intentional about any details you choose to share. 

However, your application essay should be a reflection of you. Sensitive subjects often play a major role in personal growth and development. Discuss what you learned from this challenging experience and how it influenced you. 

How Do I Make My Writing Stand Out? 

We’ve touched on all of the story elements you need—now trim the fat. Avoid common clichés and generic statements. Common phrases will dilute the unique perspectives in your personal statement. Make sure the language aligns with you. Avoid language that could apply to everyone when possible. 

Other MBA Application Process Essentials – GMAT Score, GPA, and Statement of Purpose

The MBA application process is multifaceted and holistic. Alongside your statement, admissions committees also consider your GMAT scores and GPA. GMAT scores are used to gauge applicants’ aptitude for business studies, while GPA showcases your readiness for MBA rigor. If you have a lower score in either category, address these challenges by highlighting your other strengths, relevant experience, and resiliency. Remember: committees consider the entire application, not just scores. 

The other factor in the application process is your Statement of Purpose or SOP. This will complement your personal statement. Make sure your SOP articulates your academic and career goals without echoing your other application essay. Avoid redundancy. Focus on the future: link the MBA program to your long-term plan. Take a forward-looking perspective and demonstrate how the MBA will work as a natural progression in your life. 

Your personal statement should be as unique as you are. Start with a compelling narrative and a plan. Proofread your essay, and don’t be afraid to seek help from peers or professionals. Explain how your personal and professional life gives you the necessary skills to thrive at your desired program and be specific about what you want to do there. This is your chance to differentiate yourself from other applicants—take advantage!

Crummer is the #1 ranked MBA program in Florida. You can learn more about what we offer and when you’re ready, start working on your application . 

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17 SMART Goals For Nonprofits and How to Set Your Own

Updated: May 30

Thoughtful goal-setting for nonprofits is a necessity when undertaking any new project. Whether developing a strategic plan or launching a program, having the right goals ensures everyone involved stays on track.

By their very nature, nonprofits often have budgetary considerations and restraints. This means spending must be planned carefully, and setting achievable and realistic goals is crucial to ensure success.

In this guide, we’ll walk through how your nonprofit can develop SMART goals that bring inspiration and momentum to your work.

What Are SMART Goals for Nonprofits?

The best way to develop actionable goals is to use the SMART framework. This framework is a valuable tool for developing goals that make the most of your available budget, expertise, and resources:

Specific: State clearly what needs to be achieved, such as “we will increase donors by 10%” rather than “we will increase donors.”

Measurable: Ensure that you can use data and analytic tools to track progress toward the goal.

Achievable: Setting a goal for recruiting 10 new staff members  when there is no budget (or office space) would be unrealistic. While your goal should be ambitious, it should be clear how your nonprofit plans to accomplish it.

Relevant:  The goal should be relevant to the aims and purpose of your nonprofit.

Time-bound:  Setting a concrete deadline gives your team a point to work toward and helps keep focus on achieving the goal.

Your nonprofit can apply this framework to any initiative or area of operations, from marketing to staff retention. 

17 Examples of Nonprofit SMART Goals

Here are 17 examples of nonprofit SMART goals that you can adapt for your organization:

1. Acquire New Donors

Specific:  Increase our donor base by 30% over the next 12 months by improving our donation page experience and providing more secure payment processing .

Measurable:  We’ll track the number of donation page conversions to determine the effectiveness of improvements. 

Achievable: Based on our donation page’s current state, it should be possible to accomplish this goal with the right improvements.

Relevant:  Attracting new donors is key to the long-term success of our nonprofit.

Time-bound:  We’ve established a timeframe of 12 months. Providing a concrete timeframe makes planning easier and provides an end date to work toward.

2. Expand Social Media Followers

Specific:  Increase our total number of social media followers by 25% within the next six months by implementing targeted content strategies, engaging with commenters daily, and working with influencers and other relevant organizations in the sector.

Measurable: We can track and monitor follower numbers using analytics tools.

Achievable:  We’ve laid out clear, reasonable steps to achieving this goal.

Relevant: One of the best ways to bring in new donors is to increase awareness of our nonprofit’s work. We can do this through social media, where we can reach a wider audience.

Time-bound: The goal has a timeframe of six months.

3. Boost Email Sign-Ups

Specific: Increase our number of email sign-ups by 35% over the next six months by creating high-quality resources, using email marketing tools  to manage campaigns, and promoting email subscriptions across all social media channels.

Measurable: We’ll use analytics tools to track and monitor the number of sign-ups.

Achievable:  Aiming to increase email sign-ups by 35% over six months is an achievable target.

Relevant:  Growing email sign-ups is an important means of promoting our nonprofit and encouraging regular donations.

Time-bound: The goal has a six-month deadline to achieve the 35% increase in email sign-ups. 

4. Increase Website Traffic

Specific:  Increase website traffic by 30% within the next 12 months by using SEO best practices and Google ads to improve organic search rankings.

Measurable: We’ll use Google Analytics to track monthly website traffic. This tool can set up specific metrics to measure traffic sources, such as organic searches or social media referrals.

Achievable: This goal is feasible through the methods we’ve outlined.

Relevant: Increasing website traffic is essential for our nonprofit to raise awareness about its cause and achieve its mission more effectively by reaching a wider audience.

Time-bound: The goal has a timeframe of 12 months.

5. Recruit More Volunteers

Specific:  Increase our number of active volunteers by 40% within the next two years.

Measurable: We’ll use volunteer management software to monitor volunteer engagement, hours contributed, and retention rates.

Achievable:  We can achieve this goal through recruitment strategies  such as targeted social media outreach, email campaigns, and community events.

Relevant: Volunteer recruitment is crucial for our nonprofit to enhance its capacity to deliver programs and services, reach more beneficiaries, and achieve its mission effectively.

Time-bound: This goal has a clear deadline of two years.

6. Secure Corporate Sponsorships

Specific: Secure a new corporate sponsorship  within the next 12 months by leveraging board member networks for introductions and focusing on local businesses with a similar mission.

Measurable:  We’ll keep track of the number of corporate sponsorship proposals sent out and the responses received through our CRM.

Achievable: Based on our initial research of board member connections and local businesses, this goal is feasible for our nonprofit.

Relevant: Securing corporate sponsorships is essential for our nonprofit to diversify funding sources and support our programs.

Time-bound : This goal sets a clear deadline of 12 months.

7. Enhance Reputation

Specific: Improve our nonprofit’s reputation by increasing positive media coverage and stakeholder perceptions within the next 12 months.

Measurable: We’ll track media mentions, social media sentiments, and stakeholder feedback to measure changes in reputation over time.

Achievable: It’s possible to accomplish this goal by refining our communications strategy and engaging with stakeholders.

Relevant: Enhancing our nonprofit’s reputation is essential for building trust and attracting more support for our mission.

Time-bound:  There is a clear deadline of 12 months.

8. Launch a New Program

Specific: Successfully launch a new program to provide educational support to underprivileged youth in the community within the next six months.

Measurable:  We’ll have specific targets for program implementation, such as enrolling a minimum of 50 youth participants or securing funding of $20,000 to support program activities.

Achievable: This goal is feasible based on our program implementation plan.

Relevant: As an education-focused nonprofit, a program of this nature would align with our overall goals.

Time-bound:  There is a deadline of six months to complete all the necessary preparations.

9. Provide Staff Training

Specific:  Develop and implement a comprehensive staff training program to enhance employee skills and knowledge in fundraising techniques  within the next nine months.

Measurable:  We’ll measure the effectiveness of the training program by tracking key performance indicators (KPIs) and conducting post-training assessments.

Achievable:  We can accomplish this goal by designing a training curriculum that covers essential topics and allocating sufficient time and resources to develop the training program.

Relevant:  Providing staff training is essential for building our nonprofit’s capacity to generate financial support, sustain its programs and services, and advance its mission. 

Time-bound: The goal has a timeframe of nine months.

10. Improve Internal Communications

Specific: Improve internal communications  by leveraging more nonprofit collaboration and project management tools by the end of the year.

Measurable:  We’ll track the adoption and usage of the new tools through user activity metrics and conduct staff surveys to identify whether we’ve improved.

Achievable:  This goal is feasible given the free and low-cost nonprofit collaboration and project management tools options available.

Relevant: Improving internal communications is essential for enhancing our organization’s teamwork, productivity, and efficiency.

Time-bound: We’ve set a deadline of the end of the year.

11. Win More Grants

Specific:  Increase grant funding for our nonprofit by applying to at least six grant opportunities within the next 12 months and securing funding from at least two new grants.

Measurable:  We’ll track progress toward the goal by monitoring the number of grant applications submitted and the total grant funding secured. 

Achievable: Based on the time, resources, and expertise we have available, it’s possible for us to meet this goal.

Relevant: Increasing grant funding is crucial for our nonprofit to run its programs, expand its impact, and fulfill its mission.

Time-bound:  There is a deadline of 12 months.

12. Re-allocate Resources

Specific:  Review current resource allocation practices and identify opportunities to reallocate resources more effectively to support strategic priorities within the next six months.

Measurable: We’ll measure the impact of resource reallocation by tracking changes in budget allocations, program outcomes, and other KPIs.

Achievable:  Given our current resources, this goal is achievable.

Relevant: Reallocating resources ensures that our nonprofit focuses its time, energy, and funds on the areas that are most important to our mission.

Time-bound:  The goal has a deadline of six months.

13. Implement New Event Technology

Specific: Implement and integrate event software  to streamline the planning and execution of fundraising events within the next four months.

Measurable: We’ll measure the impact of the event management software by tracking KPIs such as event attendance, revenue generated, volunteer engagement, and attendee satisfaction.

Achievable: With thorough research and planning, this goal is feasible.

Relevant:  Adopting event management software is essential for streamlining event planning processes, increasing operational efficiency, and maximizing the impact of fundraising events.

Time-bound:  The goal has a deadline of four months.

14. Improve Board Governance

Specific: Enhance board governance by implementing a board development plan that includes training and performance evaluations within the next 12 months.

Measurable: We’ll measure the effectiveness of the board development plan by tracking KPIs such as board member participation  in training and improvements in board meeting attendance and engagement.

Achievable: We can accomplish this plan by following our board development plan.

Relevant:  Improving board governance is critical for enhancing organizational effectiveness, accountability, and sustainability.

Time-bound : There is a deadline of 12 months.

15. Develop Membership Program

Specific:  Launch a new membership program  and develop an engaging online platform using a membership website builder within the next six months.

Measurable:  We’ll track member acquisition and engagement using our membership software.

Achievable:  We can accomplish this goal by researching a suitable membership website builder  that meets our needs, budget, and technical requirements.

Relevant: Developing a membership program is essential for expanding our nonprofit’s support base and generating sustainable revenue streams. 

Time-bound:  We’ve set a deadline of six months.

16. Influence Local Policy Change

Specific: Advocate for the passage of a new local ordinance promoting environmentally friendly practices within the next 12 months.

Measurable: We’ll monitor the progress of the advocacy campaign by tracking key milestones.

Achievable:  Based on our planned advocacy activities, this goal is achievable.

Relevant: Promoting environmentally friendly policies aligns with our nonprofit’s mission and values, broader sustainability goals, and community well-being.

Time-bound: There is a deadline of 12 months to achieve this goal.

17. Plan a Successful Event

Specific: Plan and execute a fundraising gala event to raise $50,000 for our organization’s community outreach programs within the next eight months.

Measurable: We’ll track progress toward the fundraising goal by monitoring ticket sales, sponsorships secured, and donations received.

Achievable:  We’ve developed an event plan that sets out key components, including venue selection, event theme, marketing, ticket sales strategy, volunteer recruitment, and logistics coordination.

Relevant: Hosting a successful fundraising gala is critical for our nonprofit to generate financial support for its community outreach programs.

Time-bound:  We’ve set a deadline of eight months.

How To Set SMART Goals

To set your own nonprofit SMART goals, consider these essential tips:

Assess your current performance: Before setting SMART goals, be realistic about resources, staffing, and financial standing. You want to set goals that are ambitious but not too challenging to accomplish.

Collect stakeholder input:  What are stakeholders asking for? What are their main concerns? Which services and resources do they access most frequently? Understanding stakeholder interests and needs will inform your goal-setting.

Tie each goal to your overall mission:  Make sure that the goals you set will further your nonprofit’s overall mission. Doing so ensures that you put your time, resources, and energy to good use.

At the same time, it’s essential to be flexible and make adjustments as needed.

Setting relevant and achievable SMART goals for nonprofits is key to successfully implementing projects and programs. Good goal-setting can keep your nonprofit focused and help you achieve your mission objectives. Be sure to have specific metrics that you can track to monitor your progress and refine your strategy as needed. In doing so, you can set your nonprofit up for greater success in the future.

Check out these downloadable guidebooks and activity sheets to help you brainstorm on a variety of topics!

If you are interested in learning more about goal-setting and planning, check out this upcoming workshop:

Program Planning & Scaling: How to Build, Scale & Manage Programs to Reach Your Goals

Learn more and register here !

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Codes of Ethics/Values Statements for Nonprofits

Does your nonprofit need a code of ethics or statement of values.

It's useful to adopt a set of principles to guide a nonprofit organization’s decision making and activities, as well as the behavior of its employees, volunteers, and board members. These principles could be called a "code of ethics" but they might be called the nonprofit's "statement of values" or "code of conduct," or something else. The purpose of adopting such a statement  formally  is to provide employees, volunteers, and board members with guidelines for making ethical choices and to ensure that there is accountability for those choices. When board members of a charitable nonprofit adopt a code of ethics, they are expressing their commitment to ethical behavior. Such a commitment goes a long way to earning the public’s trust. Honesty, integrity, transparency, confidentiality, and equity are each examples of values that are typically expressed in a charitable nonprofit's code of ethics - but there may be other values that are very important to your nonprofit - and you may wish to spell those out so that the donating public, prospective employees, volunteers, and anyone who may be considering partnering with your organization, is aware of its values.

The Council of Nonprofits encourages all nonprofits to craft an appropriate "statement of values" or "code of ethics" for your nonprofit. For some charitable nonprofits it may be appropriate that their codes incorporate standards already adopted by certain professional groups. (An example might be a charitable nonprofit that employs licensed clinical social workers may incorporate the  Code of Ethics of the National Association of Social Workers  into its own ethical code.) Other nonprofits may create their own statement that reflects that particular charitable nonprofit's unique mission, activities, and interaction with clients, volunteers, and the public. Whatever the nomenclature, crafting (and revisiting periodically) a written document that articulates the core beliefs of the charitable nonprofit can be useful for practical as well as ethical reasons.

Practice Pointers

• Having a code of ethics or statement of values helps attract talented employees, recruit board members, retain donors, and of course ensure that all transactions are aligned with the values of the organization.
• Many organizations post their statement of values/code on their websites to be fully transparent and to demonstrate their organization's commitment to accountability.
• Nonprofits often engage with clients and consumers in ways that touch on confidential matters so adopting a  confidentiality policy  demonstrates the nonprofit’s commitment to protect the confidentiality and maintain the trust of those it serves.
• Here are lots of ideas for ways your nonprofit can demonstrate  ethical leadership.

Sample statements

• Our Core Values  (National Council of Nonprofits)
• Statement of Core Values  (North Carolina Center  for  Nonprofits)
• Code of Ethics  (Charles Stewart Mott Foundation)
• Equity Statement  (Nonprofit Association of Oregon)

Types Of Degrees In Nonprofit Management: What To Know Before You Enroll

Updated: May 16, 2023, 4:36pm

Several in-person and online programs allow students to pursue degrees in nonprofit management at the undergraduate and graduate levels. Earning a degree in nonprofit management can lay the foundation for various diverse and rewarding careers.

Some schools offer nonprofit management certificates, allowing students to gain applicable knowledge of nonprofit management without having to complete a traditional degree.

Our article overviews nonprofit management degrees types, standard admission requirements, typical coursework and career options to consider after earning your degree.

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What Is Nonprofit Management?

Nonprofit management refers to the management structures that oversee the business and financial aspects of running a nonprofit. Nonprofit management typically comprises formal boards, directors and several types of managers to keep organizations running smoothly.

Nonprofit managers perform the following functions:

• Program development
• Volunteer management
• Financial statements analysis
• Budget management and development
• Regulatory compliance including government regulations
• Fundraising strategy
• Securing grants

You can pursue nonprofit management degrees at the bachelor’s and master’s levels. The below sections explore each nonprofit management degree type in detail.

Bachelor’s in Nonprofit Management

A bachelor’s in nonprofit management typically requires 120 credits and takes four years of full-time study to complete. While some schools offer standalone bachelor’s programs in nonprofit management, many programs offer nonprofit management as a concentration or specialization within a broader bachelor of business administration .

Coursework for nonprofit management programs includes general education requirements and major-specific courses. Foundational business coursework covers marketing principles, accounting, principles of micro- and macroeconomics, business communications and business ethics. Students also take classes related to the nonprofit sector. The curriculum often includes courses such as:

• Nonprofit program development
• Financial development
• Fundraising and financial reporting
• Organizational behavior
• Human resource management
• The social environment of business
• Leadership and management

Many nonprofit management bachelor’s programs require an internship, helping students gain hands-on experience working in nonprofit organizations. Internships allow learners to train under the supervision of nonprofit professionals and build their professional network.

Bachelor’s in Nonprofit Management Admission Requirements

The admission requirements for a bachelor’s in nonprofit management vary depending on the program.

Generally, applicants must submit an online application, pay a nonrefundable application fee, have a high school diploma or the equivalent and meet a minimum GPA requirement. Students must also submit all official transcripts, including high school and postsecondary transcripts from previously attended colleges or universities. Additional admission requirements commonly include:

• ACT or SAT scores
• Letters of recommendation
• An application essay

Master’s in Nonprofit Management

A master’s in nonprofit management requires between 30 and 70 credits and typically takes one to two years of full-time study to earn. Nonprofit management master’s programs suit students looking to advance or pivot their existing careers. Graduate students can develop the leadership and management skills to lead nonprofit organizations at the local, national and global levels.

Curricula for nonprofit management master’s programs explore theoretical and practical approaches to the field. Coursework covers topics such as:

• Communications and marketing for nonprofit organizations
• Nonprofit governance
• Nonprofit financial management
• Ethics in the nonprofit sector
• Grant writing

Master’s in Nonprofit Management Admission Requirements

Admission requirements for master’s programs in nonprofit management vary depending on the school. Generally, applicants must submit an application and pay an application fee, hold a bachelor’s degree or an international equivalent, submit transcripts from all postsecondary education and meet a minimum GPA requirement.

Additional standard admission requirements for nonprofit master’s programs include:

• Personal statement
• Résumé or curriculum vitae
• Letters of recommendation from academic and professional references
• GMAT or GRE scores

Some schools or programs may require applicants to have a certain amount of relevant professional experience. However, this requirement is more common for MBA degree programs.

MBA in Nonprofit Management

An MBA in nonprofit management generally takes two years to complete, requiring 30 to 60 credits. The MBA degree prepares students for high-level management positions in various nonprofit settings.

The curriculum incorporates business fundamentals, such as marketing, finance, management, accounting, human resources and specialized courses in nonprofit management principles. Nonprofit management MBA coursework includes topics such as:

• Strategic fundraising
• Nonprofit leadership and governance
• Nonprofit program design and development
• Corporate social responsibility
• Business ethics
• Managerial economics

Admission Requirements for an MBA in Nonprofit Management

Admission requirements for nonprofit management MBA programs vary. Generally, students must complete an application, pay an application fee, submit all official postsecondary education transcripts and meet a minimum GPA requirement. Additional MBA admission requirements include:

• Letters of recommendation from professional and academic references
• Admission essay or personal statement
• Admissions interview
• Previous professional experience

Some schools require applicants to have completed foundational undergraduate coursework in economics, financial management or managerial and financial accounting. Often, MBA programs allow students to enroll in undergraduate courses in tandem to fulfill their prerequisites.

Nonprofit Management Certificate

To earn a nonprofit management certificate, most students must complete 12 credits in two to three semesters. A certificate in nonprofit management is ideal for nonprofit professionals seeking to deepen their knowledge and develop their skills and competencies in the business aspects of nonprofit leadership.

Coursework for a nonprofit management certificate often includes the following topics:

• Strategic management and leadership
• Marketing for nonprofit organizations
• Grant proposal writing
• Fundraising principles and practices
• Nonprofit and governmental accounting
• Resource development for nonprofit organizations

Application Requirements for a Nonprofit Management Certificate

Application requirements for a nonprofit management certificate vary by program. Generally, applicants must complete an application, pay an application fee, submit all official postsecondary education and write a personal statement. Some programs are open enrollment but require applicants to take or pass placement tests.

Careers in Nonprofit Management

Earning a degree in nonprofit management can position you for various careers across industries. Below we overview just a few positions in the field to consider. We sourced all salary data from the U.S. Bureau of Labor Statistics or Payscale .

Nonprofit Manager

Average Annual Salary: Around $56,400 per year

Career Overview: Nonprofit managers oversee all financial and business-related operations to ensure an organization meets its objectives. Nonprofit managers recruit volunteers; develop marketing, budget and fundraising strategies; maximize funding sources; secure sponsors; manage finances; and organize financial reports.

Fundraising Manager

Median Annual Salary: $107,390

Job Growth (2021-2031): +10%

Career Overview: Fundraising managers coordinate and oversee all operations related to raising money. They help organizations maximize their outreach and funding sources to meet financial goals.

A fundraising manager’s primary responsibilities include developing fundraising strategies; networking and fostering relationships with donors, sponsors and community members; planning and hosting fundraising events; and applying for and securing grants. They work closely with internal teams, external clients and donors.

Public Relations Manager

Median Annual Salary: $129,430

Job Growth (2021-2031): +8%

Career Overview: Public relations managers create and maintain an organization’s public image, ensuring it aligns with the organization’s mission and values. Public relations managers develop marketing strategies to cultivate interest, maximize an organization’s reach and manage communication initiatives with media outlets.

In addition to writing and editing press releases, public relations managers craft and pitch brand stories to promote across multiple platforms and channels. They assist organizations in building their reputations through the media via promotional activities, including campaigns and conferences.

Marketing Manager

Median Annual Salary: $140,040

Career Overview: Marketing managers build brand awareness and develop and execute strategic marketing campaigns aligned with their organization’s objectives. Marketing managers perform market research to inform their strategies, understand trends in customer preferences and prepare forecasts to extract critical insights for future marketing plans and campaigns.

Financial Manager

Median Annual Salary: $139,790

Job Growth (2021-2031): +17%

Career Overview: Financial managers closely monitor an organization’s finances to ensure its financial health and sustainability, minimize risk and maximize profits. They analyze data and use data-driven insights to advise organizations on how to optimize financial performance.

Financial managers also produce financial reports, create and manage budgets and develop plans and strategies according to an organization’s long-term financial goals.

Frequently Asked Questions (FAQs) About Nonprofit Management

What is nonprofit management.

Nonprofit management oversees a nonprofit organization’s processes and resources. The nonprofit management team, composed of directors, managers and other leadership, manages personnel, fundraising, budgeting, finance, program development and regulatory compliance to achieve its goals.

Why is nonprofit management important?

Managing a nonprofit involves several moving parts to ensure the organization runs smoothly and effectively. Establishing management structures is essential for organizational accountability. Such structures might include managing volunteers, employees and other personnel; overseeing budgets; complying with relevant regulations; and maximizing and diversifying funding sources.

What is the highest position in a nonprofit?

Nonprofit management comprises several executive positions, including those on the board of directors. However, chief operating and executive officers typically hold the highest positions in nonprofit organizations.

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After Chipotle's Stock Split, Can It Reach $3,000 Again?

• Chipotle just split its stock 50-for-1.
• It has been growing at a healthy clip.
• $3,000 a share is likely a very long way off.
• Motley Fool Issues Rare “All In” Buy Alert

Chipotle Mexican Grill

What would it take for Chipotle's stock to tip over $3,000 a share once more?

Chipotle ( CMG -1.67% ) is one of the most popular fast-casual options on the market and one of the fastest growing. It's garnered a lot of attention from investors, and after another strong quarter, the company's stock tipped above $3,000 in early 2024.

That's a pretty expensive stock. For many smaller, retail investors, it was prohibitively expensive, leading the company to implement a 50-for-1 stock split . Chipotle joined a growing list of companies to make the same decision.

On June 20, traders woke up to notice that shares were trading below $70. Maybe some briefly panicked before they realized that no, the company's stock didn't suddenly crater and lose 98% of its value. Instead, the split had taken effect and they now owned 50 times as many shares trading at 1/50th of the price.

Shares have slid further since the split, now trading around $50. So, what would it take to reach $3,000 again? And how long would it take?

Chipotle grew by a factor of 50 before, but repeating that feat is a different ballgame

Reaching $3,000 again would mean a more than 50x jump from today's price. It's true that Chipotle pulled that off before. Back in 2009, Chipotle shares were trading around $1. But remember that it is much easier to grow rapidly when you are starting out; growth often tends to level off the larger you get. Think of it this way -- Chipotle currently has a market capitalization of $73 billion. A 50x jump from here would mean a market cap of $3.6 trillion.

Although that number seems crazy, it's certainly not impossible given enough time, but how long? That's the crux of the issue. What is a reasonable time frame? To determine that, let's consider what a reasonable growth rate might be. From 2009 through today, Chipotle grew at a roughly 30% compound annual growth rate (CAGR). For context, the S&P 500 index's CAGR over the same period was roughly 13% -- and that's unusually high; the historic return since the index's inception is closer to the 8%-10% range depending on how far back you want to start the clock.

As I said earlier, growth tends to slow as a company gets big enough. There are certainly exceptions, but it would seem to hold here -- we can't expect Chipotle to grow indefinitely as quickly as it has. Let's imagine that Chipotle continues to outperform the market and assume a generous 15% CAGR going forward. At that rate, it would take the company roughly 28 years for its stock to reach $3,000 again.

Look at the larger market for a clue

Ok, so how would this happen? Well, we can roughly say that Chipotle has to grow its revenue at the same rate. The company brought in just shy of $10 billion last year, so 28 years of 15% growth would mean Chipotle was pulling in $500 billion by 2042.

The global fast-food industry was worth $980 billion in 2023. It's been growing by roughly 2.1% over the last five years. If that rate holds over time, the total market will be worth about $1.8 trillion by 2042. Chipotle would control roughly 28% of the entire global market. The four biggest players today control between 30% and 40% combined. Does it seem likely Chipotle alone would be able to control nearly as much as the top four? I don't think so. It may take a lot longer than 28 years for Chipotle's share price to reach $3,000 again.

To be sure, there are several assumptions I've made that may not hold true, but I hope this illustrates the difficulty of continuing to grow at 15%, much less 30%, far into the future. But the company doesn't need to for it to still be a good pick today. Chipotle is delivering substantial growth, and I see this continuing for some time. For 28 years? Not likely. For the next five to 10? I think so.

Johnny Rice has no position in any of the stocks mentioned. The Motley Fool has positions in and recommends Chipotle Mexican Grill. The Motley Fool has a disclosure policy .

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Validation and reproducibility of mapping positron emission tomography uptake in the aortic wall and thrombus

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INTRODUCTION Aortic aneurysms are prevalent diseases of the aorta, with limited knowledge about their aetiology, progression, and risk, and no effective pharmacological treatment. 18F-fluorodesoxyglucose Positron Emission Tomography (18F-FDG PET) provides molecular level information of glucose activity, serving as potential analogue of vascular inflammation, which may be relevant to improve knowledge and clinical management of aortic aneurysms. Nonetheless, current clinical assessment of 18F-FDG uptake presents several limitations.

PURPOSE The aim of this study was to develop, test and validate an innovative aortic wall uptake mapping.

METHODS PET/magnetic resonance (MR) data from 72 patients were acquired. The aortic lumen was segmented, and 9 anatomical landmarks were identified to create a standardised aortic lumen discretization including up to 80 patches. Black-blood MR images were used to guide thrombus segmentation if present, which was merged with lumen segmentation to generate a thoraco-abdominal aortic wall mask. This mask was then expanded by 1 to 5 mm in the inward and outward directions, resulting in an aortic wall volume of interest. Median and percentile 95th standard uptake value (SUV) was calculated on each aortic patch. A second observer performed the same analysis on 23 randomly selected patients for inter-observer reproducibility assessment. Validation was performed by comparisons with regional SUV measured by a nuclear medicine expert.

RESULTS The technique was highly feasible, permitting the analysis of all 72 patients and in the 99.6% of aortic wall patches. The image analysis workflow was highly reproducible, resulting in Dice scores of 0.90 [0.57, 0.91] and 0.85 [0.78, 0.88] for aortic and thrombus segmentations, respectively, and in excellent co-localization for anatomical references (5.74 [3.62, 8.73] mm).

The inter-observer reproducibility of aortic wall SUV mapping was excellent (ICC between 0.924 and 0.945), with limited differences with respect to aortic wall thickness and similar performances for SUV quantification in the thrombus. The validation of regional SUV values showed good agreement, with limited impact of aortic wall thickness values. A balance between reproducibility and accuracy was obtained with a volume of interest of 6 mm thickness.

CONCLUSIONS An image analysis implementation based on multi-modality PET/MR data provides reproducible and accurate quantitative aortic wall 18F-FDG uptake maps. This approach may enable exploring local factors related to an inflammatory vascular state, with possible repercussions in clinical practice.

Competing Interest Statement

The authors have declared no competing interest.

Funding Statement

This work was supported by funding from the Spanish Ministry of Science and Innovation (FORT23/00034, PLEC2021- 007664, RTC2019-007280-1), the Instituto de Salud Carlos III (PI19/01480) and la Caixa Foundation (LCF/BQ/PR22/11920008).

Author Declarations

I confirm all relevant ethical guidelines have been followed, and any necessary IRB and/or ethics committee approvals have been obtained.

The details of the IRB/oversight body that provided approval or exemption for the research described are given below:

This study was approved by the Vall d Hebron University Hospital Ethics committee and patients gave their written informed consent

I confirm that all necessary patient/participant consent has been obtained and the appropriate institutional forms have been archived, and that any patient/participant/sample identifiers included were not known to anyone (e.g., hospital staff, patients or participants themselves) outside the research group so cannot be used to identify individuals.

I understand that all clinical trials and any other prospective interventional studies must be registered with an ICMJE-approved registry, such as ClinicalTrials.gov. I confirm that any such study reported in the manuscript has been registered and the trial registration ID is provided (note: if posting a prospective study registered retrospectively, please provide a statement in the trial ID field explaining why the study was not registered in advance).

I have followed all appropriate research reporting guidelines, such as any relevant EQUATOR Network research reporting checklist(s) and other pertinent material, if applicable.

Data Availability Statement

All data produced in the present study are available upon reasonable request to the authors.

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