My personal goals for the people we work with, and the object of my work with the changemakers in our programs, centers around the following success benchmarks:

That each of the foundations we work with KNOWS, individually and in aggregate, qualitatively and quantitatively, the change they co-create in the world. And that they have a system to keep doing it, over and over.

That each foundation we work with creates ripple effects in the world, because each check we help them write does more than what it says it does because the thoughtful process that preceded the check went 3-5 levels deep, leveraged all that was there to be leveraged and took both the short view and the long view.

That everyone we work with (on the philanthropy side, nonprofit side, or business side) has massive transformative goals. Massive. “How am I going to get there?” is never the question. (We’ll get you there.) The question is always “How far can I take this?”

That each entrepreneur we work with sleeps comfortably at night knowing they have a good plan for tomorrow, and for 2 years from now. And that they will be doing good while doing well.

That each of the Executive Directors in our programs has (or grows to) an annual salary of $100,000 or more. We need to change the way people are compensated in the field, and start operating from a place of abundance and self-respect. Just because this is good work, just because this is important work, it doesn’t mean people have to embrace the systemic poverty mindset that is so pervasive in the social sector.

That all grantmaking budgets we advise on produce returns while being invested in the community. Wouldn’t you like to get 5{9885c0486e5a2dcd1a1edbf76fce71054dca1b0da4585463b276be294d4d00e8} back while supporting nonprofits?

That each organization in our program builds a platform/model for the creation of earned and passive revenue. Simply, let’s continue to build more and more avenues for sustainability.

That each leader in our program operates from a place of executive confidence and personal power. Leaders have to wear 50 hats. At any given time, half of those hats are not going to fit, no matter what, and that’s OK. Find someone else to wear the hats that don’t fit. Keep the hats that do fit, build them up, and carry them proudly. Because you know what you know.

That each organization in our Fellowship program raises 10{9885c0486e5a2dcd1a1edbf76fce71054dca1b0da4585463b276be294d4d00e8} more during the year of the program and beyond. Because applying sales mechanics to the nonprofit field can (and will) revolutionize it.

That 100{9885c0486e5a2dcd1a1edbf76fce71054dca1b0da4585463b276be294d4d00e8} of the people we work with nurtures one or more obsessions, one or more consuming passions. 100{9885c0486e5a2dcd1a1edbf76fce71054dca1b0da4585463b276be294d4d00e8}! We don’t want to work with lukewarm. Fire, or nothing!

That everyone has a mastermind group and a coach. Funders, entrepreneurs and nonprofit leaders alike. Because it’s vital! Leadership is not designed to be a monastic, solitary experience.

We need to change the conversations. We need to REALLY talk about money with each other and with ourselves in the mirror. We need to talk about what’s right, what’s fair and more importantly, what is critically necessary. The world is an absolutely abundant place. The world is absolutely a wonderful place. If one sector, one industry deserves to be wonderful and abundant, this is it.

I am working towards this revolution. Join me. And if joining me is not where it’s at, start working on your own revolution.

Cristina M. Gallegos