In the world of nonprofits, we often feel like we’re wearing “all the hats” while trying to navigate a landscape that is constantly shifting. At Agile in Nonprofits, our mission is to help organizations move beyond the overwhelm and create twice the impact in half the time. I recently had the pleasure of sitting down with a group of dedicated nonprofit professionals to discuss the heart of this transformation: the Agile Mindset.

One of the most common misconceptions about becoming “Agile” is that you have to flip your entire organization upside-down overnight. During our session, I reminded attendees that Agile is about continuous improvement through small, iterative changes.

If you change everything at once, you’ll never know which specific shift actually moved the needle. I challenged the group to think about just one change they could test. The beauty of Agile isn’t in a massive “reorg”; it’s in asking, “What one thing do we want to try that will add value?” Try it, reflect on it, and then decide on your next step.

Values over Process

We spent significant time exploring the four core values of the Agile Manifesto. These aren’t just rules for tech organizations; they are the foundation for high-performing nonprofit teams:

1. Individuals and interactions over processes and tools: This value prescribes building “team norms” before diving into workflows.
2. Working products over comprehensive documentation: A “working product”—like a draft grant or a pilot program—is the truest measure of progress, as opposed to the records we keep.
3. Customer collaboration over contract negotiation: Think of your “customers” as your partners and grantees. How can we build more collaborative, flexible relationships?
4. Responding to change over following a plan: If the last few years have taught us anything, it’s that the ability to pivot is a nonprofit superpower.

“Agile” Already in Action

The most inspiring part of our conversation was listening to attendees. Many were already practicing Agile without even knowing the label! Some examples:

• One attendee considers “user stories” when defining stakeholder needs before building new tools.
• Another attendee, a grantmaker, has a “flexible grant change policy” that allows grantees to adapt their plans when the external world shifts—a perfect example of responding to change.
• We even looked at a high school swim team as a model for a “cross-functional” team. Each athlete has their specialty (breaststroke vs. backstroke), but they coordinate to win the relay.

Sustaining the Pace

We concluded by discussing sustainability. In the nonprofit sector, burnout is a constant threat. Agile principles promote a sustainable pace where teams set short-term goals (often in two-week “Sprints”) and celebrate small wins. This “heartbeat” of work prevents the stress of the unpredictable “heroic effort” burnout cycle and actually leads to faster goal achievement.

As you look toward the next quarter, don’t feel pressured to “do all the things.” Pick one value to strengthen. Whether it’s making your work more visible or hosting a “Retrospective” to reflect on how you work together, that first step is where the impact begins.

Take advantage of our Agile Basics for Nonprofits recorded session, where we cover the four Agile values and the benefits that Agile offers nonprofits.

 

To learn more about Agile and the ways it can bolster and streamline your nonprofit’s good work, we suggest our Agile Basics for Nonprofits webinar on demand. If you prefer a live, interactive training, we invite you to our 2026 Lunch and Learn series, exploring all things Agile in more depth, taught by Diane H. Leonard, GPC, RSM.