Podcast Summary:

We Are For Good Podcast – Episode 674
Title: Shift 4 — Capacity Isn’t Extra: Build Your Foundation for Sustainable Growth
Guest: Brooke Richie-Babbage
Release Date: January 14, 2026
Hosts: Becky Endicott, Chelsea, and Jon McCoy

Overview

This episode digs deep into nonprofit capacity-building, challenging the notion that capacity is something you “earn” once your organization is big or successful. Growth strategist and nonprofit leader Brooke Richie-Babbage joins the We Are For Good team to reframe capacity as foundational, not extra. The conversation is part of their “12 Shifts” series and focuses on practical, mindset-shifting strategies for building truly sustainable nonprofits — ones where leaders and teams thrive, and the work is scalable and not dependent on “heroics.”

Key Discussion Points & Insights

1. Defining Capacity: Beyond Tools and Hustle

• Brooke’s Core Definition: Capacity means reducing organizational fragility — making the “how” of work easier so impact can grow without burning people out.
• Challenging Superficial Approaches: Too often, capacity-building is equated with adopting new tools/platforms. But for Brooke, it’s deeper: “It makes it more possible for you and your team to do the work and sustain the work that you want to do without what I call heroics.” (02:10)
• Metaphors:
  • House: “The capacity is the building itself... is the floor creaking beneath you or is it strong and holding you up?” (04:12)
  • Mug: “You can pour money, you can pour team... but if that cup is cracked, it’s gonna start to leak out.” (06:30)

2. Stability is a Leadership Choice — You Build It Now

• Stability Isn’t Earned Later:

  “Stability is a leadership choice. Designing for stability is a decision that we make as leaders to put the pieces in place to make the house strong.” (00:05 & 07:49)

• Mindset Shift: Don’t wait for more money, more staff, or perfect timing to feel stable. Build stability deliberately, starting with financial rhythms and practices.
• Concrete Example:
  Brooke described learning, as an ED, to anticipate her organization's seasonal “cash cliff” and proactively adjust fundraising actions and donor conversations, rather than relying on hope or last-minute heroics. (07:49–11:56)

3. Capacity Building ≠ Hiring

• Brooke’s Firm Stance:

  “Capacity building and hiring are not the same thing. They’re not synonyms.” (15:09)

• Think Beyond FTEs: Especially for small to mid-sized nonprofits, solutions could be fractional roles, coaches, board engagement, peer expertise, or smart tools — starting with where the real fragility lies.
• Design Deficits:
  Identify “design deficits” — weaknesses in structure/process, not people — and solve for them intentionally, with the right combination of people and systems. (13:16–16:35)

4. Two Core Shifts for 2026: Fewer Priorities and Clearer Constraints

• Fewer Priorities:
  “More, more, more, more is not what we need.” Instead, try narrowing focus, having “build years” rather than “growth years” — depth over breadth. (17:09–17:25)
• Clearer Constraints:
  Honest limits create decision clarity and make it easier to say no, protecting your focus and energy — which enhances capacity. (17:25–20:16)
• Impact on Fundraising: Clarity about what you’re not doing, as much as what you are, better rallies your community and board.

5. Community as Untapped Capacity

• Add “Community” to Clarity, Capacity, Capital:
  “Calling in community can give you untold capacity... it’s the capacity people leave on the table the most.” (21:07–21:13)
• The hosts urge listeners not to overlook supporters, volunteers, and the broader network as a source of real organizational muscle.

6. First Three Moves to Actually Build Capacity

Brooke challenges the “we need to build capacity” cliche by outlining practical places to start:

• Decision Clarity:
  Who decides what? Where are the bottlenecks? Who owns too much? Decision-mapping reduces friction and fragility. (22:10)
• Leadership Load:
  What should only leaders do versus what systems/institutions can hold? Where can work be automated or properly delegated? (22:10–24:54)
• Cash Flow Predictability:
  It’s not just about total $ raised but having systems that ensure month-to-month and quarter-to-quarter revenue confidence. (22:10–24:54)

7. Case Study: Real Organizational Shift

• A client of Brooke’s moved from being overloaded with decision-making and information to developing structures so only necessary info/decisions went to the ED.
• As a result:
  • The ED freed time, focused on vision/relationships, and improved major donor work.
  • The team stepped up, stress reduced, and they unlocked $700,000 in fresh funding.
  • Brooke’s takeaway: Actual capacity shifts are often “subtle and behind the scenes” — not always visible in a KPI, but felt in energy, sustainability, and momentum. (26:41–32:27)

Notable Quotes & Memorable Moments

• On Building Stability:

  “You build your own stability. It doesn’t happen because you happen to be this sort of magical leader and all the pieces fall into place. You guys know that never happens.” (07:49)

• On Emotional Weight for EDs:

  “Most of what you do as a leader is not going to be in your zone of genius... The point is finding the people for whom it is.” (13:16)

• On the Most Left-On-the-Table Resource:

  “Community. Calling in community can give you untold capacity... it’s the capacity people leave on the table the most.” (21:07)

• On Saying No:

  “We all have permission to high five every time we say no—not because it feels like a rejection, but because it feels like a confirmation or an affirmation of what we’re saying yes to.” (19:38)

• On the Need for Permission to Let Go:

  “There is no leader that’s doing it all. ... The balls I was, in my mind, letting drop were actually just evidence that we will always have more plans than we can operationalize.” (25:30)

• On Funders and Capacity:

  “When you go and have these conversations with funders, do not embrace the fear of I cannot tell them that I want a decision making loop... The more we begin to socialize the diversity and scale of what capacity looks like, ... we are going to create a paradigm shift.” (32:40)

Important Timestamps

• Definition of Capacity & Why It Matters: 02:10–05:14
• Stability as a Choice, Not a Reward: 07:49–11:56
• Separating Capacity from FTEs: 13:16–16:35
• Key Shifts for 2026: 16:57–20:16
• Community as Capacity: 21:07–22:10
• Practical Starting Points: 22:10–24:54
• Case Study (ED role clarity & impact): 26:41–32:27
• Playbook/Homework: 34:33–36:33

Brooke’s Homework / Playbook for Nonprofit Leaders

1. Name the Real Constraints and Fragility

• “Where are we feeling fragile? ... What’s causing this fragility? ... Map it. No shade, no guilt, just honest.” (34:33)

2. Design for Relief, Not Perfection

• “As you look at these places of fragility ... what is going to make you and your team feel like you’re carrying less load? Start there.” (35:20)

3. Protect What You Build

• “... it’s going to feel uncomfortable at first. ... Don’t jump to going back to the old way of doing things. Protect the system as you build it.” (36:00)

Closing Sentiment

Brooke and the hosts close on a message of hope and possibility: sustainable capacity is both achievable and inherently nurturing for people, not just for programs. When you build with intention, protect boundaries, and tap into community, nonprofits (and their leaders) truly can thrive.

Connect with Brooke

• LinkedIn: Brooke Richie-Babbage
• Programs:
  • Next Level Nonprofit Mastermind (for orgs over $1M)
  • Elevate Program (tailored roadmap for orgs under $1M)
• Learn More: brookrichiebabbage.com/fitcheck

This summary captures all crucial content, standout advice, and the empowering, “hopeful and practical” tone that’s the trademark of We Are For Good’s conversations. For anyone working in or with nonprofits, these are actionable truths for 2026 and beyond.