Re: [Board Nomination] LANDON for champion

[Arnob Kabir]

As operations, I will make it my sworn duty to ensure that nominations are no more than 500 words. 

On Wednesday, October 8, 2025 at 9:45:16 AM UTC-7 LANDON wrote:

Greetings & Salutations fellow humans....
T.L.D.R. LANDON did an intro, then said some stuff, then closed by saying an acknowledgement.

I have previously been nominated for the board from another which is wonderful.

I am not able to tell you how I will make the Lab saved or successful under my tenure of being on the board as in the near future tense. Though I am able to give you some peek or insight of what has taken place, and I have done previously. Also, I do have some thoughts of what might assist and can post that list and update here if need be.

I shall give a short list but not complete by any means.

I possess and have a well-defined clear strategic vision.
I comprehend the trajectory an organization should follow over the next 3 to 5 years; I am capable of establishing long-term objectives, foreseeing potential challenges, and planning accordingly. I can assess risks, trends, and resource limitations to ensure that the vision remains both realistic and motivating.
In the past, I spearheaded a project at my local community center, outlining a five-year strategy to enhance youth programming. I formulated the plan, presented it to stakeholders, received their feedback, made revisions, and subsequently witnessed the launch of some of those programs in the first year. Individuals expressed their confidence in the direction we were taking because I was able to articulate not only what we were doing but also the rationale behind it.

I possess a profound understanding of governance and bylaws.
I am knowledgeable about nonprofit bylaws, the legal responsibilities of the board, conflict of interest policies, and fiduciary duties, ensuring that decisions are in accordance with these regulations. I comprehend oversight roles, including how to hold leadership accountable and how governance structures safeguard the mission and stakeholders.
In a previous board on which I served, there was uncertainty regarding voting procedures; I examined the bylaws, conducted research, and suggested amendments. I led a bylaws committee, crafted revised language, and when the board cast their votes, the amendment was approved unanimously. By adhering to the established rules, the process was respected, leading to an increase in trust.

I have a solid foundation in financial literacy.
I can interpret balance sheets, income statements, cash flow statements, and grasp budget variances; I am familiar with reserves, auditing procedures, and funding models. This knowledge allows me to ask pertinent questions and protect the financial integrity of the nonprofit.
I volunteered as the treasurer for a small organization; I reviewed the monthly financial statements, detected a recurring inconsistency in program expenses, requested documentation, and identified an oversight. I guided the correction process and contributed to the creation of a dashboard that enabled board members to compare the budget with actual results at each meeting. The visualization of those graphs enhanced confidence in financial oversight.

I have experience in fundraising & donor relations.
In one campaign I spearheaded, I personally met with 15 prospective donors, sharing stories of those who benefited from the organization. I also organized a 'thank you tour,' inviting smaller donors to see the programs in action. By showcasing the significance of their gifts, many chose to renew their support the following year and even increased their contributions.

I have proficient communication and public speaking skills.
I can convey my thoughts clearly and engagingly to various audiences — such as boards, staff, community members, and media representatives — and I am also adept at crafting speeches, reports, and updates that resonate well. Strong communication is essential for building trust, clarity, and alignment.
I took the initiative to speak at city hall as well as led town hall meetings about community initiatives; I prepared by conducting practice sessions, incorporating stories and data, and responding to difficult questions. Later, I was invited to present at other international nonprofit events. The feedback I received was that the audience felt inspired and well-informed — they remarked that they “understood it.”

I have leadership & meeting facilitation ability.
I have set the agenda, keep discussions on track, engage board members and clients, mediate when necessary, as well as ensure that clear decisions and action items are established. I can help achieve consensus even when opinions vary.
As Chair or even Vice Chair of different committees, I chaired monthly meetings that often involved contentious subjects; I asked clarifying questions, paused when emotions heightened, summarized discussions, and guided the group towards a shared decision. I have organized retreats where board members and staff collaborated; I facilitated breakout sessions, reported back, and helped establish joint goals. Members later remarked that the meeting felt "newly productive."

I have experience in overseeing teams and volunteers. I am adept at delegating, mentoring, resolving interpersonal issues, and building morale; I know how to establish expectations and assist individuals in achieving success. Effective leadership is not just about directing but also about empowering others. I managed a volunteer group that operated a community garden: I aligned volunteers’ skills, developed schedules, collected feedback, and recognized contributions. When a volunteer felt overwhelmed, we reorganized tasks to ensure that person could succeed. The garden thrived, people remained engaged longer, and new leaders emerged to take on responsibilities.

I am convinced that honesty, full disclosure, and taking responsibility for errors are vital; followers and stakeholders should observe my commitment to high moral principles. I demand transparency in all decisions, financial dealings, conflicts, and governance practices.
Previously, we were compelled to terminate a program due to insufficient funding; I conveyed this information candidly in meetings, backed by data, and offered alternative options. When a board member pointed out a potential conflict of interest, I promoted open disclosure, recusal, and meticulously documented the entire process. People remarked that their trust in us grew because we did not obscure challenging realities.

I have a profound passion for the mission and a solid understanding of the sector.
I wholeheartedly believe in the cause, aware of its history, challenges, opportunities, and trends; I stay informed and can position our work within a larger context. This passion contributes to my credibility and tenacity.
I examine sector reports, attend conferences, and subscribe to newsletters. In one situation, after reading about a best practice from another organization, I suggested we adapt it for our programs; we piloted it, observed positive changes, and then implemented it widely. When I engage with donors or staff, they can feel that I care deeply beyond just my responsibilities.

I understand how to establish connections with various entities, including organizations, government bodies, businesses, and community groups; I am capable of fostering mutually advantageous relationships. Collaborations are instrumental in scaling efforts and introducing new resources and innovative ideas.
I spearheaded a partnership between our nonprofit organization and a local school district; together, we managed after-school programs and shared resources. I frequently convene with fellow nonprofit leaders to exchange ideas; we co-host events and jointly apply for grants. These collaborations have resulted in both cost efficiencies and an increased outreach.

I engage in accountability and performance evaluation.
I establish explicit objectives, monitor metrics or KPIs, assess results, evaluate progress, and modify strategies as necessary. I hold the belief that what is measured is effectively managed.
In a project that I managed, I identified success metrics at the outset — including the number of individuals served, satisfaction ratings, and cost per service. Each quarter, I generated a report, which I presented to the board, acknowledging areas where we did not meet expectations. Subsequently, we implemented corrective measures; improvements were evident in the following quarter. This level of transparency fostered trust among both funders and staff.

I dedicate time and demonstrate dependability.
I arrive at meetings well-prepared and on time, complete the tasks I have committed to, and respond to requests promptly. Dependability fosters trust and reflects a serious attitude.
Throughout more than 15 years, I have missed less than a hand full of board meeting out of hundreds, consistently submitted my reports ahead of schedule, and maintained communication with my fellow board members. When I committed to organizing our annual gala, I began planning nine months in advance and provided weekly updates to others. People are aware that when I make a promise, I fulfill it.

In a situation where two committee chairs had a disagreement regarding budget priorities, I organized a mediation session; I attentively listened to both parties, reframed their concerns, and identified shared objectives. We reached an agreement to allocate certain funds and redistribute some resources. Subsequently, the chairs expressed their gratitude for my assistance in helping them understand each other's viewpoints — the tensions were alleviated.
I have a strong proficiency in conflict resolution


I take the lead by mentoring and developing others.
I hold the belief in the importance of passing knowledge forward; I assist emerging leaders in their growth; I promote leadership development and prepare for succession. Strong boards do not rely solely on individual members.
I provide mentorship to junior staff and volunteers, pairing them with tasks that are slightly outside their comfort zones. I coordinated shadowing for candidates vying for the vice presidency, ensuring they were aware of the chair's responsibilities before officially stepping into the role. When I entered a leadership role, another individual was ready and supported me — it felt like a continuation rather than a disruption.

I possess a resilient mindset and adaptability.
I am capable of pivoting when plans alter, maintaining composure during crises, and learning from setbacks; I perceive failure as constructive feedback. Nonprofit organizations encounter unpredictability; thus, flexibility is essential.
During a fundraising event, unexpected weather compelled us to relocate indoors; I promptly reorganized the layout and communicated the changes to attendees, volunteers, and sponsors. Subsequently, when a grant was withdrawn, I collaborated with the team to revise the budget, reallocate resources, and downsize where necessary without compromising our core mission. Those experiences imparted lessons in humility and agility.

I have cultural competence and inclusivity.
I acknowledge and honor diversity in all its forms; I make certain that the organization is inclusive, ensuring that voices from various backgrounds are acknowledged and appreciated. This enhances decision-making and promotes equity.
In one board, I observed a lack of representation from specific demographics; I took the initiative to lead an outreach effort to recruit board members from diverse communities. I implemented practices such as inclusive language and cultural awareness training. During meetings, I motivated quieter voices to participate; the outcomes improved when a wider range of perspectives was included in the discussion.

I am equipped with significant decision-making and prioritization skills.
I can analyze trade-offs, make difficult decisions, and determine the sequence of actions, including what to set aside and what to escalate. Strong leaders do not hesitate when faced with challenging choices.
When budgetary restrictions necessitated the suspension of certain programs, I led a prioritization initiative with staff and board members, weighing impact against cost and asking challenging questions. I made suggestions regarding which programs to cut back and which to continue. My clarity helped to prevent indecision; individuals accepted tough choices because they understood the underlying process.

I grasp the concepts of risk management and oversight.
I am knowledgeable about recognizing risks—financial, legal, and reputational—and instituting policies or mitigations accordingly. I provide oversight through audits, insurance, and ensuring regulatory compliance.
In an earlier role, I recommended an internal audit after detecting that accounting practices were somewhat informal; we brought in an auditor, obtained reports, and rectified weaknesses. I created a risk register and facilitated quarterly reviews with the board. By making risks apparent and manageable, we sidestepped a compliance issue that might have resulted in a loss of funding.

I am proficient in advocacy and public policy involvement.
I have the capability to represent the organization, sway public policy, and communicate with legislators or regulators when our mission relies on legislation or public funding. A thorough understanding of policy is essential for ensuring sustainability.
I addressed the city council regarding zoning regulations that impact our community program; I drafted briefs and accompanied clients to provide testimony. I became a member of coalitions advocating for policy reform, co-authored correspondence, and participated in hearings. A beneficial ordinance was enacted, significantly enhancing our programs. I also did a fellowship at the capital in politics.

I commit to lifelong learning and professional advancement. I keep myself updated on best practices, emerging trends, and relevant training or certifications that pertain to nonprofit leadership. I am modest enough to acknowledge that I do not have all the answers. I have attended workshops on board governance and have taken online courses in nonprofit financial management. I engage with literature and case studies.

I have a strong aptitude for planning and executing projects.
I do not simply formulate plans; I see them through to completion. I can create initiatives, set milestones, manage resources, and deliver outcomes. This is what differentiates concepts from real impact.
I directed a holiday outreach program: I coordinated logistics, enlisted volunteers, obtained donations, tracked progress, and resolved issues (like supplier delays). It functioned effectively, reached more people than expected, and I collected feedback for further improvement. Experiencing its success was immensely fulfilling and bolstered my credibility.

I emphasize the importance of transparency and effective communication with stakeholders.
I firmly believe that stakeholders — such as beneficiaries, donors, staff, and the community — are entitled to be informed about what is occurring, including any challenges we may encounter. Maintaining open communication is essential for building trust.
In the event of a financial setback, I took it upon myself to write a letter to our donors, explaining the circumstances and our plan to address the issue. Additionally, I convened a town hall meeting with staff and beneficiaries to share the information we had. Their questions were valuable in refining our approach, and our commitment to honesty garnered respect, even from those who felt let down.

I have effectively handle numerous responsibilities, meet deadlines, and balance short-term needs with long-term aspirations. Proper organization helps to avoid burnout and fosters reliability. While previously working full-time, serving as a board member on different boards, and leading community committees, I make use of planning tools, delegate tasks, and know when to decline requests. For a major event, I established a thorough timeline, assigned roles, and ensured regular check-ins. The event was successful because the work was methodically paced, avoiding any frantic rush.

I represent a mindset of humility and service.
I perceive leadership as an act of serving others; I am willing to step back when necessary, recognize the contributions of others, and concentrate on what advances the mission instead of my own ego. This approach fosters trust and enhances morale.
In one particular campaign, despite leading numerous initiatives, I ensured that volunteers were acknowledged in reports and publicly within the community; when a volunteer made a significant impact, I openly credited them. I have solicited feedback from staff and accepted corrections with grace. This culture of mutual respect has encouraged individuals to remain engaged and take pride in their work.

I seek out novel approaches, inventive solutions, and ongoing enhancement; I weigh risk against opportunity. Remaining stagnant poses a risk in nonprofit settings.
I initiated a digital platform to provide segments of our service during a period when face-to-face interactions were limited. We gathered user feedback, modified the interface, and discovered that numerous clients favored hybrid alternatives. This innovation now permanently influences our service delivery.

I possess a keen attention to detail while also maintaining a broad perspective.
I am capable of concentrating on minute logistics and quality without neglecting the overall mission, strategy, and outcomes. Both aspects are significant.
In the process of organizing our annual report, I meticulously examined every data point, citation, and narrative for precision, all the while being mindful of the overarching themes and their impact. During the rollout of the program, I monitored attendance, satisfaction, and budgets (the specifics) while also assessing the reach of our mission (the broader perspective). This dual focus provided stakeholders with both credibility and inspiration.

I possess the ability to lead change and oversee transitions.
I have effectively managed organizational changes such as leadership changes, program adjustments, and budget cuts, while guiding others through the transition. Change is a fact of life; strong leaders assist people in adapting.
When our executive director left, I contributed to the search process, kept communication transparent with the staff, and ensured that key functions continued without interruption. I organized the orientation for the new director and helped maintain institutional memory. The transition was more seamless than many had expected, and morale remained high.

I have developed strong skills in crisis management.
I remain composed and take decisive actions in the face of emergencies or unexpected difficulties. My focus is on the facts, I communicate with clarity, and I help guide others through periods of uncertainty.
When our building suffered a water main break mere hours before an event, I managed to reroute logistics, alert attendees, and lead a team of volunteers in organizing at a different venue. The event was held on time, and guests appreciated the rapid response. I realized that maintaining a steady presence and taking clear actions instills confidence in those around me.

I cultivate trust through my commitment to follow-through and consistency.
People have confidence in me because I honor my word, adhere to my principles, and do not falter when faced with difficulties. I prioritize reliability just as much as I do brilliance. Over the course of a three-year project with multiple collaborators, I consistently provided updates on schedule, followed up after each meeting, and took ownership of any delays. This type of trust facilitates greater opportunities for impact.

Throughout an organization-wide restructuring, I prompted leadership to facilitate listening sessions and limit simultaneous initiatives. I assisted staff in recognizing what was stable and created visual timelines. Feedback indicated that people felt more supported and less overwhelmed due to our acknowledgment of their human constraints.

I promote a culture of gratitude and recognition.
I consistently celebrate team members, volunteers, and partners — not just for their major accomplishments but for their continual contributions. Recognition is vital for sustaining motivation.
I launched a monthly “Mission Moment” in which board members shared stories of volunteers making a difference. I sent handwritten thank-you notes to all donors who contributed more than $10,000. A volunteer once stated it was the first time they genuinely felt seen — that is meaningful.

I offer clarity in complex decision-making scenarios.
When choices become tangled or uncertain, I aid in breaking them down, assessing trade-offs, and creating a structured method for decision-making. People trust my judgment.
In the context of a program expansion, I conducted a decision tree exercise that mapped out possible outcomes and risks. We employed it to narrow our focus to three practical options. This framework is now regularly used for other decisions throughout the organization.

I champion mental health and wellness. I understand the emotional challenges that come with nonprofit work and emphasize the necessity of establishing boundaries, engaging in self-care, and utilizing mental health resources. Leaders who focus on sustainability cultivate sustainable teams. In the aftermath of a demanding funding cycle, I introduced monthly "pause days" and arranged for a trauma-informed coach to lead a staff session. I also recounted my own experiences with burnout and my recovery process. This display of vulnerability initiated a ripple effect of transparency.

I can effectively represent the organization in media and public settings. I have engaged in interviews, penned opinion pieces, and served as a spokesperson, showcasing both the mission and values. Media presence is significant for fostering awareness. On one occasion, I went live on local news to talk about the community's response to a natural disaster. I kept my composure, publicly thanked volunteers, and issued a call to action. The subsequent day, donations increased significantly, and two new partner organizations reached out.

I apply storytelling to foster impactful outcomes.
Facts provide information; stories facilitate sales. I connect programs to the real-life experiences of people and utilize narrative to inspire action.
At a donor gala, I shared the story of a single mother who accessed housing through our program — her voice, her image, her words. The room was so silent you could hear a pin drop. The audience gave a standing ovation, and the donations surpassed the goal by 40%.

I have a comprehensive grasp of digital tools and nonprofit technology.
I am skilled in the use of CRMs, email marketing, virtual meeting tools, and digital fundraising platforms to scale and refine operations.
I led a transition to a new CRM to enhance donor tracking, trained the team on communication segmentation, resulting in a 30% boost in engagement. Furthermore, I facilitated the integration of online giving during live events. Our systems now effectively support our vision.

I maintain the organization’s reputation. I respond to crises, misinformation, or stakeholder concerns with urgency, facts, and professionalism. Reputation is both fragile and sacred. When a misunderstanding about our programming spread widely on social media, I calmly released a clear public statement, invited critics to engage in dialogue, and corrected the narrative without defensiveness. Several critics apologized or even turned into supporters. We emerged more robust — with a clearer message and new allies.

I implemented quarterly self-assessments for the board and organized skill-development workshops, while also matching new members with mentors. Board participation surged from 60% to 90% in just one year. Individuals started suggesting ideas instead of passively awaiting assignments.

I advocate for youth and emerging leadership.
I guide and empower young changemakers, creating opportunities for their voices and ideas to be heard. Leadership should be sustainable.
I co-established a youth advisory board within our organization, granting them genuine decision-making authority. Additionally, I organized monthly "tea time" with young leaders in our community. Their enthusiasm transformed our strategy in innovative, forward-thinking directions.

I have focused on ensuring accessibility and the inclusion of those with disabilities.
Accessibility is not a luxury; it is a core principle. I support inclusive communication, event design, and program access.
At our most recent summit, I arranged for ASL interpreters, captioning, sensory breaks, and accessible materials. I also welcomed feedback from attendees with disabilities. One participant expressed, "This is the first event where I felt truly considered."

I recognize the importance of intergenerational leadership.
I merge the knowledge of older generations with the dynamism of younger ones — encouraging them to view each other as allies.
On our board, I moderated a panel that included both our oldest and youngest members discussing common values and differing viewpoints. I noticed connections forming across decades. We now host storytelling circles annually that foster intergenerational dialogue.

I advocate for decisions based on data. I gather and examine data to guide my choices, rather than relying solely on intuition. I monitor results and utilize feedback mechanisms for adjustments. Following a pilot initiative that revealed poor retention rates, I investigated the data and discovered that the timing was problematic. We modified the schedule — retention soared by 50%. Data provided insights that intuition overlooked.

I manage challenging dialogues with elegance. When tensions escalate, I do not retreat. I cultivate a space for respectful disagreement and healing. At a staff retreat, discussions about racial equity came to the forefront and emotions were intense. I paused the agenda, welcomed facilitated dialogue, and later provided action steps. Trust was enhanced because we faced the truth without hesitation.

I have the expertise to manage capital campaigns and extensive fundraising activities.
I have either taken part in or led campaigns that have raised millions, which included planning, cultivation, and stewardship. In a capital campaign, I identified major donors, aided in the formulation of the case statement, and organized personal cultivation meetings. We accomplished our goal early and within budget. That campaign shifted the organization's path.

I lead with values instead of ego. I concentrate on what benefits the mission, rather than what elevates my title or pride. My values keep me anchored. I opted out of a high-profile panel at a national event to give a staff member’s voice a platform, as they were more involved in the work. Their story touched the audience more profoundly than I ever could. That instance reinforced my understanding of genuine leadership.

I pursue feedback actively. I do not wait for critiques — I ask how I can better myself. Feedback is an invaluable gift. After a significant project, I conducted an anonymous survey among all team members to find out what I could do to improve. I learned the importance of communicating progress more frequently and made that change. Individuals felt acknowledged — and engagement rose.

I serve with joy and purpose. Even amidst the stress and demands of leadership, I hold steadfast to joy, humor, and gratitude. Joy signifies resilience. I begin meetings with a moment of gratitude, a success story, or even a touch of laughter. I ensure there is time for one-on-ones simply to ask, "How are you really doing?" I have been told that my energy motivates others to continue showing up.

Now as i close this, I give thanks meaning gratitude, love and being thankful if you took the time to read / skimmed through my words.

Oh and food for thought, My view on everyone running for board should be able to be on said board, either in the co-treasurer or co-operations position as it would be ideal to have double digit amount of people on those. More specifically on the co-treasurer raising of funds but still. Thats my 2 cents.

[Brett Neese]

At first glance I thought this amazing wall of text was AI-generated (because now I think ANY large glob of text is AI-generated), but it's clearly not -- this is clearly written from the heart by a capable, thoughtful person with incredibly relevant experience who would make an excellent co/champion  (though I also agree that there's room on the board for everyone who is willing to put in the work - many hands make light work.) In particular, I feel like we could use more visibility and connection into the community to help us drive revenue growth (from memberships, grants and fundraising - but the first step for all these is visibility/marketing) and it's clear LANDON has been there, done that. Thank you, LANDON, for stepping up to the plate and offering your expertise

I look forward to our elections tomorrow! 

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[Rafael]

Well, I wasn't expecting to ever read such a long email, but Landon, go for it, I'd vote for you if I was a member.

As a fairly descent public speaker myself, I can see you having all those qualities you talked about, and if that's true, I can trust the other set of financial, NGO and such are equally true.

Best of luck!

Rafael Karosuo
Ing. Computación

Mi Perfil LinkedIn

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[Sheldon McGee]

I'm not going to lie . . . Landon . . . I didn't read any of that. But I didn't have to! I would vote for you for sure! 

I don't think anyone has any opposition and since the "no" doesn't count, as Nate pointed out, this election is like all the rest where everyone runs unopposed and the election is more a formality than a read decider.

Sheldon

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[David Lang]

Sheldon McGee wrote:

> This election is like all the rest where everyone runs unopposed and the

> election is more a formality than a read decider.

Almost, there are three candidates for Champion (as opposed to the fact that we
currently have one Champion position vacant)

David Lang

[Brett Neese]

Yeah, we have three people running for champion.

But, there has been some talk about, for example, splitting the Operations role into co-roles, like we have with Champion. The way I read the bylaws there is nothing technically disallowing us to elect more than the required roles (“These offices established will include, but are not limited to, the following”).

Not sure if that should go through proposal or if it’s something we can just decide amongst ourselves; I’ll let those of us with more experience with the org advise right course of action. 

Brett

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[David Lang]

Brett Neese wrote:

> Yeah, we have three people running for champion.
>
> But, there has been some talk about, for example, splitting the Operations
> role into co-roles, like we have with Champion. The way I read the bylaws
> there is nothing technically disallowing us to elect more than the required

> roles (“These offices established will include, *but are not limited to*,

> the following”).
>
> Not sure if that should go through proposal or if it’s something we can
> just decide amongst ourselves; I’ll let those of us with more experience
> with the org advise right course of action.

I would say it should go through a proposal, and I think that we would need to
delay the election from tomorrow if there is going to be a new role open for
people to look at filling (and we need to know what each role is)

That doesn't prevent the person in the Operations role from gaining an assistant
in the meantime, just that that assistant cannot vote in things requiring board
approval and cannot be selected for things that require a board member.

I think having an odd number of people on the board is a good thing to avoid
ties, but we don't want it too big.

David Lang

[Brett Neese]

Yeah, those are all great points. (I was mostly thinking out loud)

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