From Charisse’s Desk

One question I often hear from clients is this: What lessons and nonprofit leadership strategies have we picked up from working with their peer organizations?

Here’s one of the most effective tools I’ve encountered recently—a negotiating framework called “Yes, if…” and “No, but…”, which I first saw in action with JD Crouch, CEO and President of the USO. While he doesn’t take credit for this framework, having picked it up somewhere in his extensive strategic leadership career, JD applies this approach masterfully to build alignment, manage healthy conflict, and encourage productive dialogue.

Watching him apply this method in real time was an ah-ha moment for me.

Here’s how it works: rather than responding with a hard yes or no to a proposal or idea, “Yes, if…” and “No, but…” both offer productive ways forward by setting clear conditions or suggesting alternatives. They help turn potential deadlock into progress.

For example, imagine one of your team members is pushing for approval of a new initiative. Instead of outright saying yes or no, you might respond with: “Yes, we can consider moving forward, if you provide a plan outlining key metrics, an impact forecast, and resource requirements before the next board meeting.” This kind of response keeps momentum going, making it easier to keep the conversation constructive and focused on what’s required to move forward.

Or, in cases where you need to decline but want to set conditions for further exploration, “No, but…” can be helpful. For example: “No, we can’t move forward with this version, but if we adjust the budget or scale down the proposal, we might be able to pilot it.” This approach allows you to keep options open while being realistic about current constraints and priorities.

This framework is just as effective when managing up and communicating effectively with your CEO or board. It provides a structured way to engage in meaningful dialogue, no matter the direction of the conversation.

I saw firsthand how effective this approach was when I watched JD in action. Observing him use it so skillfully was a turning point—I’ve since adopted it myself with great results in a range of situations.

Sometimes, the simplest frameworks really are the most powerful.

This is just one of the many practical insights I’ve picked up from some of the best in nonprofit leadership who I’ve worked with over the years. I hope this helps as you continue building strategic capacity and preparing for what’s ahead.