602. 2025 Social Impact Trends That Matter: The Rise of the Change-Leader. (Lindsey Fuller)

Summary

Episode 602: 2025 Social Impact Trends That Matter - The Rise of the Change-Leader

Release Date: February 10, 2025
Host: We Are For Good (Jon McCoy & Becky Endicott)
Guest: Lindsey Fuller, Executive Director of The Teaching Well & Host of the "Gather at the Well" Podcast

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Introduction

In Episode 602 of the We Are For Good Podcast, hosts Jon McCoy and Becky Endicott delve into the evolving landscape of nonprofit leadership by spotlighting "The Rise of the Change-Leader" with special guest Lindsey Fuller. This episode is part of a limited series titled "Social Impact Trends That Matter in 2025," which explores eight transformative trends shaping the nonprofit sector. Partnered with Idonate, the series aims to equip nonprofit professionals with innovative ideas and actionable strategies to amplify their impact.

Main Discussion Topics

1. Change Leadership vs. Thought Leadership

Lindsey Fuller introduces the concept of change leadership, distinguishing it from traditional thought leadership. While thought leaders primarily focus on generating and sharing ideas, change leaders are hands-on in translating these ideas into actionable, operational plans that drive measurable impact.

Key Points:

• Change Leadership Encompasses Thought Leadership: Change leaders not only engage in dialogue but also implement solutions.
• Operationalizing Ideas: They serve as the "engineers" of organizations, designing blueprints and managing the execution of plans.
• Collectivist Approach: Emphasizes mobilizing teams and resources collaboratively rather than working in isolation.

Notable Quote:

"Change leaders develop others so they can get out of the way. Thought leaders want to stay on the mic. Year over year, decade over decade." — Lindsey Fuller [00:05]

2. Challenges Hindering Systems-Level Change

Lindsey discusses the various obstacles nonprofits face in driving systemic change, including:

• Competing Priorities: Balancing multiple responsibilities can dilute focus.
• Lack of Lived Experience Among Consultants: Many consultants lack direct experience in frontline roles, undermining their credibility.
• Scarcity Mindsets and Resource Access: Limited funding and support can stifle innovation and sustainability.
• Misalignment Between Funding and Impact: Philanthropy often funds novelty over proven results, creating a disconnect between resource allocation and actual impact.

Notable Quote:

"Where are the funders that are saying our portfolio is so solid, we only fund change leaders and organizations that are bringing their mission to fruition." — Lindsey Fuller [08:44]

3. Scaffolding as a Framework for Change Leadership

A central theme of the episode is the application of the educational concept of scaffolding to nonprofit leadership. Scaffolding involves providing support and resources to enable team members to gain independence and resilience.

Key Points:

• Definition of Scaffolding: Providing necessary tools and gradually releasing responsibility to cultivate autonomy.
• Application in Nonprofits: Equipping teams with resources, rigorous professional development, and strategic coaching to foster self-sufficiency.
• Outcome: Teams become less dependent on leadership, allowing for sustainable and scalable impact.

Notable Quote:

"Change leaders, develop others so they can get out of the way." — Lindsey Fuller [11:11]

4. Building and Sustaining Organizational Resilience

Lindsey emphasizes the importance of understanding organizational identity, mission, and values intimately before implementing change. She advocates for:

• Deep Organizational Understanding: Leaders should immerse themselves in their organization's culture and operations.
• Change Management Mastery: Effective enrollment of teams and supporters is crucial for forward momentum.
• Retention and Institutional Knowledge: Fostering a stable and engaged team that feels connected to the mission enhances long-term sustainability.

Notable Quote:

"A successful nonprofit lives beyond you... cultivating the next set of leaders inside of the organization is essential." — Lindsey Fuller [18:33]

5. The Importance of Communication and Leading by Example

Effective communication and modeling desired behaviors are vital for change leaders. Lindsey highlights:

• Strategic Communication: Implementing timely, transparent, and honest communication builds trust and alignment.
• Leading by Example: Demonstrating vulnerability and continuous improvement fosters psychological safety and encourages team members to take ownership.

Notable Quote:

"Change leadership is about leading actual change. Communication is key... treat their well-being as a top priority because they will carry the mission far beyond what you can ever do by yourself." — Lindsey Fuller [24:04]

Key Insights and Takeaways

1. Shift from Thought to Change Leadership: Nonprofit leaders must transition from merely discussing ideas to actively implementing solutions that drive tangible impact.
2. Invest in Team Development: Providing resources, training, and support enables teams to become self-sufficient and reduces dependency on leadership.
3. Align Funding with Impact: Philanthropic efforts should prioritize funding for organizations that demonstrate measurable results over those merely presenting innovative ideas.
4. Embrace Scaffolding: Adopting the scaffolding framework facilitates gradual empowerment of team members, fostering resilience and independence.
5. Prioritize Effective Communication: Transparent and strategic communication builds a foundation of trust, enabling cohesive and aligned team efforts toward the mission.

Conclusions

The episode underscores the critical need for change leaders within the nonprofit sector who can bridge the gap between ideation and execution. By fostering an environment of empowerment, strategic communication, and sustainable team development, change leaders can navigate and overcome the myriad challenges facing nonprofits today. This shift is not only essential for organizational resilience but also pivotal in driving systemic change that aligns with the core missions of these organizations.

Actionable Steps for Aspiring Change Leaders

1. Deep Dive into Your Organization:
   • Understand your mission, vision, values, and the unique dynamics of your team and the communities you serve.
2. Master Change Management:
   • Study and implement effective change management strategies to enroll and galvanize your team.
3. Implement Scaffolding:
   • Provide necessary tools and gradually empower your team to take ownership, fostering independence and resilience.
4. Enhance Communication Skills:
   • Invest in coaching to improve strategic and transparent communication, essential for building trust and alignment.
5. Cultivate a Collective Leadership Approach:
   • Shift from a singular leadership model to a collaborative one that celebrates and leverages the strengths of the entire team.

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Connect with Lindsey Fuller

• LinkedIn: Lindsey Fuller
• The Teaching Well: theteachingwell.org
• Gather at the Well Podcast: Available on The Teaching Well
• Social Media: Facebook, Instagram, and more via The Teaching Well channels

Recommended Resources

• Gather at the Well Podcast Episodes:
  • Episode 4: Link to Episode
  • Episode 594 featuring Rebecc Bernard: Link to Episode

For more insights and tools to revolutionize your nonprofit, visit We Are For Good and explore their offerings.

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Join the Movement: Empower yourself and your organization by embracing change leadership. Together, we can drive meaningful and lasting impact to create a better world.

Transcript

[Lindsay Fuller]

What's the talent in your organization that's as committed as you are to enacting that change? And how do you get out of the way so that not only the folks you're trying to serve are leading their own community towards freedom, but your team is not dependent on you? Change leaders develop others so they can get out of the way. Thought leaders want to stay on the mike. Year over year, decade over decade.

[John]

Welcome to We Are for Good Social impact trends that matter in 2025. In partnership with our friends at Idonate, we have hundreds of conversations each year, both on the podcast and offline with incredible change makers around the world. In this limited series, we're lifting the eight trends that have cut through to us over the past year. These ideas and shifts hold the power to transform your mission from the inside out. And so in these eight episodes, we're breaking down the trends one at a time and inviting a subject matter expert in to take us deeper and to put it into practice. All right, let's get started. Hey, Becky, what's happening?

[Becky]

Hey, John. Like favorite human alert. Probably one of my favorite trends that we're talking about today. Welcome back to the podcast. We are Here in the 2025 Social Impact Trends that matter. And this one is is personal this week and I want to give a special shout out and thanks to Idonate for sponsoring the series. But, John, we gotta talk about the rise of the change leader.

[John]

I'm so here for this. And y'all know if you've hung around We Are for Good. You know that Lindsey Fuller, the executive director of the teaching well, the host of the Gather at the well podcast, which has been dropping in feed at the end of last year, she is not just like a friend and a change leader herself, but she is a teacher. She's a guide of how we actually do this work. And I remember circling in the my notebook the first time that I heard her say this. And we thought, how can we put amplification behind this? And it's that we don't need more thought leaders. We need change leaders. And y'all, 2025 is off in a way that we need this now more than ever. And so it's such an honor to have Lindsay back in the house to take our hand, be our guide and kind of show us the way. Lindsay, welcome back to the show.

[Lindsay Fuller]

Thanks so much for having me. Hey, everyone.

[John]

I mean, Lindsay, let's just get you a permanent seat around here. Let's be clear. But I mean, we're going to talk about thought leadership Change leadership today, like, what's the differ? And I want to just kick it to you and say, how would you define change leadership? How does it differ from maybe this traditional idea of thought leadership that we see all over the interwebs at all times? But what are some of the characteristics and hallmarks that really you want to lift?

[Lindsay Fuller]

Yeah, absolutely. I mean, I think first, change leadership encompasses thought leadership. In my mind, while we're able to be in rigorous dialogue and talk about the many approaches we could take. Right. The change leader is also the voice in the room that can translate those ideas into operationalized plans. They can enact solutions, they can fine tune and then amplify their impact. When I think about change leadership, I think about them as sort of the engineers of organizations or the engineers of social movements. They're designing the blueprint, but then they're going to manage the implementation. It's something that can mobilize your team, mobilize people and resources and strategies towards that measurable impact. I think that whether you're a school leader or an ED or a board chair, whatever role you hold, you don't just see a path forward. You're ready to go and walk with your community to get there. So I think that's some of how I think about change leadership. Some of the characteristics. Okay, so it's giving actionable. You've got to be results driven. I think you're consistent not just in your patience, but also in your ambition. I think you need to know when to go. It's not about the volume of ideas. I'd say it's more about the efficacy of your interventions.

[John]

Ooh, put that on a quote card and read that every day.

[Lindsay Fuller]

You know what I mean? It's like, gosh, I don't know. And I just want to underscore. It's about galvanizing the people around you. Change leaders don't make change by themselves. They know that's impossible. They would never attempt that. In my mind, change leaders are collectivists. So they're finding aligned, brilliant people. They're celebrating them, they're developing them, and ultimately, they don't just talk about it, they walk about it. And I don't know, I think they're professionally about that life.

[John]

Well, I mean, I think, you know, we're a fan club of your work, and we know a lot of the team members of the teaching. Well, and something that always just sticks out to me, not only are you a nonprofit doing the work, but, like, you only teach the things that you have, like, lived through and moved through and challenged and had the messy middle, which we talked about at the end of last season, that you. It's not that you needed the permission per se, but it's like you've had the life experience to actually lead somebody through this. It's not just theory. It is actually like, come with me. Like, there is a way. And I think that's so powerful. And especially in a time like now, we need people that do have a way to step up and to raise a hand. And I just think I look at your team as a beacon for that. So just really grateful.

[Becky]

I do too. We're talking about how are we moving the needle, how are we inviting in the change that we want to see? And we're doing it from a place of lived experience. We're doing it from a place of I've been there and this is what I've seen. And you're inviting in a bigger conversation. And so this year we really want leaders and organizations to really get into what you're talking about, Lindsay, which is driving that actionable change and not just talking about generating ideas and being a talking head. So what do you think is really holding us and our teams back from creating that systems level change that you talk about so beautifully?

[Lindsay Fuller]

I mean, it's all the things. First of all, it's hard. It's hard. And to be clear, you know, we do talk about kind of African tradition and black tradition around freedom dreaming. It is important. And I know in the nonprofit there's some folks that are like, we no longer use paradigm shifting. It's too cliche. That's a part of thought leadership that we can go ahead and end in 2025. The policing of language and kind of the like self dedicated, you know, terminology police. No thanks. Don't need to be told what terms are in or out. I'm really not interested in that. What a waste of time and energy. I think that what we need to be focusing on is who are our people, what's our lane, what's the change that we're responsible for enacting? And how are we going to do that without burning out? Because literally, I have the rest of my life to bring about educational equity. That's it. So I'm not sprinting about it. I'm not telling other people what terms they should or shouldn't use. I don't have time for that because children are illiterate across this country and educators and the staffing crisis is too big of a deal. We all need to be mobilizing around this. So I'm not worried about whether you think paradigm shifting is in or out. I'm worried about whether I'm getting results. But there's a lot, There's a lot that gets in the way of us being able to enact change. I think competing priorities. You've heard it all. Too many cooks in the kitchen talk about thought leaders. The amount of consultants in the educational field that have not taught, that have not been a school leader, that have not worked in a district team. You actually don't get to read a book or watch a YouTube and decide you understand what it is to walk in the shoes of a teacher. And that actually goes to our credibility and it enhances our ability to enact change, actually, because there's nothing that busts trust more than having folks that have no real lived experience in the work trying to guide the change. We've really got to be more disciplined with who we're partnering with in the field. Scarcity mindsets. We could go into a whole thing about that, y'all. But I think to access to resources. And I know nonprofits and schools everywhere right now are experiencing quite a bit of uncertainty and anxiety around, you know, where are the funders?

[Becky]

Yep.

[Lindsay Fuller]

Where's philanthropy? Where are the donors? Because by some measures, donations are going down in some kind of sectors. I'm really looking for the funders, as an aside, that want to fund the year 6 through 15. Org. I actually think there's a piece of philanthropy right now that's perpetuating thought leadership by only funding new and innovative. Where are the funders that are saying our portfolio is so solid, we only fund change leaders and organizations that are bringing their mission to fruition. Where are those funders? And so I think there's an ecosystem and an interdependence between philanthropy, between, you know, large institutions like school districts, like nonprofits. But that's something I'm trying to lift the veil on is how is money driving action as opposed to results driving funding? There's a disconnect here for me.

[John]

I mean, you're stacking up the trends that we lifted on this series because not only do I think there's a serious, like, truth telling component, which we talked about in owning your narrative, but also that we have to redefine impact measurement and getting really dialed in about not just the surface level numbers, like what, how. What actually connects to our North Star of what we're trying to accomplish. And that is such a sweet spot that I think this change leader can be the translator to that because you talked about this in episode two of your series. So we'll link this up in the show notes. But I love this Lindsay quote, by the way, and I will have quoting you to you. But what happens when we spend. What happens when we spend all of our time trying to influence others with wild ideas and not actually scaffolding that brilliance, making it actionable, teaching people the way to achieve that change? I think this word scaffolding, for whatever reason, like, jumped out at me, and it kept coming up in my life. The team can attest. They're probably, like, really tired of hearing me say the word scaffolding.

[Becky]

I love it. Keep going. More of it. We need it.

[John]

That it's such a beautiful word picture of, like, there's no way to grow without some of those foundational pillars to, like, help us in the in between. And so I want you to kind of break that down for us a little bit. Like, what does that look like for you? You're a teacher. How do we take something abstract that maybe we understand deeply and turn it into man? This is an actionable step or a framework or a way to think about life.

[Lindsay Fuller]

Yeah. I mean, one thing I want to first do is just stamp what scaffolding means in case you are not an educator and you're listening to this. So in teaching, scaffolding is sort of putting resources and supports in place as students learn something new, a new skill, a new concept, and then it's gradually releasing those tools to cultivate more independence and resilience. Right. So at its core, it's a strategy for the educator to get out of the way. And it's still providing those guardrails and access, but it's letting the young person be the primary driver of their education and their learning. And so I think when we translate that to the nonprofit sector or to philanthropy, it's what is the mission? What's the talent in your organization that's as committed as you are to enacting that change? And how do you get out of the way? What are the supports and the resources and the tools that are put in place? How are you providing rigorous professional development? We talked about that in our recap episode. How are you coaching and then measuring to your point the impact and the results you're getting so that not only the folks you're trying to serve are leading their own community towards freedom, but your team is not dependent on you. Change leaders, develop others so they can get out of the way. Thought leaders want to stay on the mic year over year, decade over Decade.

[Becky]

Did you feel that one as deep as I did?

[John]

That's powerful.

[Becky]

It is really, really good. And I got a lift in layman's terms. Like what I'm hearing you say that is such to me a beacon for us. And we have been talking about nonprofits. It's time to let go of control. Like the death grip that we have on systems on, comms on. I'm using my air quotes the way it's always been done. That is actually holding us back. It's keeping us small, it's keeping us in our own head and in our own world. And what I actually hear you saying is a very liberatory practice, which is let's empower others. Let's make the story and the solutions bigger. And guess what happens when we do that? When we give that gift to someone. They feel ownership, they feel connected. They feel like there is purpose and that there is something bigger behind it. And so I think what I want to say to everybody is I'm like distilling down as it's processing for me is that letting go is not you losing control. It's actually sharing this mission, sharing the story, sharing the opportunity and the solution. And guess what? We're going to get there a lot faster to whatever that solution is if we can do it together. And if I can see myself as a part of the solution. I am empowered in a completely different way. And I'm wondering, like for someone who says yes, this is resonating. I am all in in this change leader concept. What would you say to them as a place to start today? Like where could they truly start in this journey?

[Lindsay Fuller]

Well, first I'd say you, you really need to get to know your org. I. I think of the teaching well as a, a living organism, like a being that is comprised of so many moving parts. Right. But your 30 day listening meeting as a new leader is not going to prevent radical changes from happening prematurely. Like you can't come in and just make swift change. So I want to put a cautionary tale. This doesn't mean you come in and you gut every system and you let go of the entire team that was there. Right. It's not just about market best practices. It's about knowing the mission, the vision, the values, the team and those who you serve really intimately. And why I recommend that as the starting point is, I think, you know, when I arrived at the teaching well, I actually supervised all but one teammate, which was a large undertaking for the entire first year.

[Becky]

Yes, I know.

[Lindsay Fuller]

And some folks were like, why why would you do that? Okay. It allowed me to really individualize supports because change leaders have to discern what is the. What are the learning gaps that exist, what systems are inefficient, what are. What is my talent, what do my teammates need in terms of development to be able to really bring our, our mission to life? And then how do I teach with rigor, but scaffold appropriately and then get out of the way. You can't just jump out and drop people out to do the work. In my opinion, that also breeds kind of like imposter syndrome and feelings of being ineffective in the work. Or worse, they go out and they do harm. Right. Trying to save folks. And so I think when you really deeply understand your organization and, and who it is, then it's easier for you to be clear about your lane, where you're guiding your team and the change that's yours. What's your responsibility? Right. So that's the first part. I would say also, you should deeply study change management. I'm kind of floored by how few leaders actually understand how to enroll their team, their supporters, to galvanize and to move the work forward. Okay. What change leaders want, and I think one indicator that you're shifting from thought leadership to change leadership is when your staff is not acting out of compliance. They're acting for community. So their team. Right. The clients, like the next generation. When talent is stable and you're able to maintain institutional knowledge or integrate new perspectives with each hire and then retain and kind of grow your team year over year, your organization will become stronger. I'm trying to be a good professional ancestor. So for the next wave of change leaders. Right. Like, I make sure that I'm trying to communicate with transparency, with consistency, with containment. I want to enroll my team because it impacts their ability to lean towards the solution. With me, they're going to see things that I can't. It's not my job to have every solution. It's to amplify their brilliance.

[John]

It just feels like connecting to bigger themes that we see across the sector is like, that's connected to, like, the retention crisis. Yeah, I was thinking the exact same thing. And like, there's toxic management, but there's also, like, this disconnect of, like, how do you actually do something that's purposeful and impactful and the, like, the enrollment in what you're doing, because when that's switched off, that's when you have the quiet quitting or you have people that are just disenfranchised in the work. And I just think that we can't sleep on this. And you look at Yalls team that has had really strong retention, well, it points to that people feel that enrollment in what you're doing. So I just think that there's something there.

[Lindsay Fuller]

Yeah. And I'm not an expert in succession planning, trust me. But I do think that a nonprofit, for the founders out there, for the executive directors out there, a successful nonprofit, lives beyond you in the same way that a successful school lives beyond the. The principle that's there. The only way an organization can live beyond you and thrive truly is, in part, sure, getting out of the way. But it's also cultivating the next set of leaders inside of the org or preparing a staff. That's so clear on the North Star that if a leader is hired externally, like in my case, the team is like, this is who we are. And we're down to be led. We're down to be shaped. We're down to. To come together and to imagine possibilities. But they're the core identity of the organization can weather leadership transitions. So, again, Change Leadership is really thinking about, if the ultimate goal is for every educator to feel respected, healthy, and for them to be able to create stable schools for our most marginalized youth, then we've got a lot of work to do. And this will take longer than I am in leadership. So how do we strip ego and say, I'm going to equip wellness warriors, even if they leave the organization to go continue this fight? Because this is the movement of our time. This is the social justice issue of our time, is that education is the way to collective liberation. We only do that with a stable educator force.

[Becky]

And I definitely think that the word movement goes completely in alignment with Change Leader. And I mean that on the metaphorical sense, in the literal sense, if you are a change leader, you're inviting someone into a journey that is not the journey of one. It is the journey of so many. And I think that that that is hopeful, and it's also freeing. And so that's why we want you to get there. And P.S. we absolutely need you in this movement, in this moment in time. And never before have we needed so many people to rise into being the activating Change leader. Like, now is your time, Ashe.

[Lindsay Fuller]

I think there's one other note I just want to share about, you know, steps to take, because I wanted to say, yes, internalizing your org's identity and then change management. But the third piece that I was. I was brainstorming, and I was like, what else Would I recommend. And truly it's. If you're familiar with socio emotional learning. Right. Many of our. Our kids are receiving it in school and there's a lot of misinformation about what it is. I won't go into that. But one of the core concepts in true SEL is the idea of going first. It's the idea that teachers who model vulnerability create more psychological safety for students to do that as well. Teachers who are clear on who they are invite an identity forward classroom environment that helps kids have pride in who they are. And so I just want to stamp that change leaders go first. They admit mistakes. They aren't afraid to fail. Thinking about Rebbe's episode she did with y'all, they model continuous improvement and they keep a pulse and a hand in the work. And so we kind of talked about this at the beginning of this conversation. The integrity of going first. The integrity of having lived experience. I think, yes. For sustainability, should you have distribution of labor? Of course. Do you need to have your hand in everything? No. But if you're the leader of an organization and you're removed from the core purpose, in my opinion, it dulls your ability to lead the team through the nuanced challenges that they're going to face. So for example, for me, I feel like I need to have an intimate knowledge of our curriculum. I need to be able to be able to perform. Should I do it all day? No. But I need to be able to perform our primary services. When I look at a principal who actually never taught common core standards, it's really hard for them to coach teachers towards rigorous instruction.

[John]

Yeah.

[Lindsay Fuller]

So I just. I think that the feedback I receive grows my practice and it directs my coaching of my team. So those are. That's that me we world part. Right. And that framework that I shared. Check out episode four. Holler at Gather at the well. But I'm just saying.

[Becky]

Drop it in.

[Lindsay Fuller]

I'm just saying. Right. It's like, start first, go first, get your stuff together. Understand the mission. Yeah.

[Becky]

Do. Do the be the change model the change. And for those who want to go further, and I mean 100%, check out gather at the well. I think episode four is a great primer for this. But you also mentioned Rebecc Bernard. We call her Rebbe, who's over at the teaching well. Her episode 594 about leveraging community and innovation as an impact multiplier is gold in addition to this episode. So we'll put that in the show notes as well.

[John]

And I love that you brought up Rebbe because she brought us home with a one good thing that like, made like, made me overcome with emotion. I want to ask you, I mean I've been keeping track. You've kept, you've given us like 18 one good things on this episode. What is the one, like, what is the one piece of thought that you want to share with our community today? Kind of wrapping up this conversation, my friend.

[Lindsay Fuller]

One good thing. I'm a woman of many words and you know, it's just, it's not about optics. Change leadership is about leading actual change. It's in the name. And I, I think communication is key. So if communication is a place where you experience somatic blocks, anxiety, rumination, uncertainty. If you feel you're not the most skilled communicator, invest in coaching and development around this because timely, responsive communication and honesty build trust and alignment. Right? And so change leaders need that we call it in education, need to know discernment because it'll save you a ton of time and energy. Learn how to carry out a strategic communication cascade. If you don't know what I mean by that, that's maybe what's getting in the way of you enacting change. But what it means truly is to bring your people along, treat their well being as a top priority because they will carry the mission far beyond what you can ever do by yourself. So communicate, enroll, change, manage, retain your people and get that alignment.

[Becky]

I love it when Lindsay comes on the podcast. I just feel my worldview expand. I feel my heart expand, feel so much hope in the possibility of what could be. And so I really hope, listeners that this has resonated with you, is such an important topic that is so of the moment that we need right now in the world. And so Lindsay, people are going to want to connect with you. I mean we're absolutely going to say please check out Lindsay's limited series Gather at the well. But please also tell us where you hang out, where they can connect with you online and where they can connect with the teaching.

[Lindsay Fuller]

Well, yeah, well, find me on LinkedIn. I, I try and get on there often enough, but also protect my peace so not too much. You can also come to theteachingwell.org that's where you'll find a direct link to our podcast as well as through We Are for Good feed and the blog that teaches. So all of these concepts broken down. You can find us on Facebook, Instagram and well, probably doing interpretive dances in the streets or through our free if I'm being honest. Good.

[Becky]

Somatic practices.

[Lindsay Fuller]

I'm really representing my team. Well, you know, you catch us out in the community. We also provide monthly free trainings that are open to all on microdosing wellness, so we hope to be in community with you all real soon.

[Becky]

You're a wonder.

[John]

Yeah, we think the world of you. Thanks for being here today.

[Lindsay Fuller]

Appreciate you. Thanks for the opportunity.

[Becky]

Every week We Are For Good Podcast listeners, friends and community members reach out to us for both recommendations and introductions to people, products and services to help them take their nonprofit messages mission further. And you know what? We love it.

[John]

Totally. This community is fueled by the support of Value Line partners who've invested in making this community and content accessible for all. And they just happen to be powered by really good humans too.

[Becky]

So we want to give a shout out to We Are for Goods Partners, Donor Doc, RKD Group and Virtuous and we hope you'll check them out. We deeply believe in their progressive tech tools and offerings that are truly powering a more generous world.

[John]

So reach out to them directly. And if you do mention We Are For Good sent you, you'll get that red carpet treatment or head over to weareforgood.com refer to learn more or you can even click the link in today's episode description.