In a time of funding uncertainty, governance risk, and volunteer burnout, Australia’s not-for-profit leaders are being called to lead with clarity, courage, and collaboration.
With more than 600,000 not-for-profits and 60,000 registered charities contributing more than $200 billion in revenue, the sector employs more Australians than the ASX 50. Yet despite its scale, conditions supporting confident, well-informed decisions have never been more important, or more elusive.
The challenges facing not-for-profit leaders go far beyond funding and governance. Social Impact Summit platinum partners TIP Group, a strategic advisory firm with a dedicated NFP Practice, has spent years listening closely to the people who lead these organisations.
“What we’ve heard consistently is that they’re overwhelmed, not just by the volume of decisions, but by the conditions under which those decisions are made,” said Andrew Coleman, CEO of TIP Group.
Andrew points to a less visible but highly influential factor: noise.
The hidden variable in every decision
“Noise is the variability in human judgment that comes from irrelevant factors — like the time of day, how tired we are, or even the weather,” said Andrew. “It’s responsible for six times more decision errors than bias, and it’s everywhere in the not-for-profit world.”
While noise is often most visible in volunteer-led organisations, where decisions might be made after hours, under pressure, and with limited data, it’s by no means confined to them. Even in large, professionally managed organisations, noise creeps in through inconsistent processes, unclear success metrics, and emotionally charged environments.
“When boards or executive teams are tired, distracted, or emotionally invested, it’s easy for decisions to be swayed by things that have nothing to do with the issue at hand. When success is complex to define, like reducing intergenerational trauma or building community resilience, noise thrives,” Andrew said.
The complexity of social impact work, with its multiple stakeholders and long-term goals, makes it especially vulnerable.
“The more ambiguity and emotion in the room, the more important it is to have strong, consistent decision making frameworks in place,” Andrew said.
Program Spotlight for NFP Leaders
“Questions Every Purpose-Driven Leader Should Ask” explores how to lead with clarity and confidence in complex environments, drawing on insights from nearly 1,000 cross-sector leaders from the Governance for Social Impact course.
“The Transformative Power of Consortia” dives into how collaborative models are reshaping service delivery and systems change, with real-world examples.
“Clarity from Noise” sees TIP Group share practical strategies drawn from sector-specific expertise for reducing decision-making friction and building organisational resilience.
From complexity to clarity
Reducing noise doesn’t require a complete organisational overhaul.
According to Andrew, the real challenge is ensuring the fundamentals of good decision making are not only understood, but also embedded across the organisation.
“Standardise your decision-making. Put the most important items first on the agenda. Make sure everyone is well fed and focused. These aren’t just meeting hygiene, they’re conditions for clarity across all levels of your team,” Andrew said.
In high-performing organisations, particularly those working with vulnerable populations or navigating the expectations of diverse stakeholders, leaders are often required to guide teams and boards through emotionally charged, high-stakes conversations.
This is where evidence becomes a powerful leadership tool. An evidence-based mindset doesn’t just improve decisions, it helps leaders manage stakeholder dynamics where instinct and emotion are in play.
“When you can point to data, you shift the conversation from opinion to insight. That’s especially important when the people affected by your decisions are not in the room, or when the stakes are deeply personal,” Andrew said.
By strengthening these foundations, Andrew believes leaders can reduce the ‘noise’ that clouds judgment and build a culture of decision-making that is not only smarter, but enables more courage and collaboration.
Impact isn’t just what you do, it’s how you decide
To support this, TIP Group built a dedicated NFP Practice that brings the rigour of an ASX-listed investment house to building resilience in the social sector. The firm offers strategic planning, governance support, financial sustainability tools, and a managed fund designed specifically for not-for-profits.
According to Andrew, at the heart of TIP Group’s work with not-for-profits is a belief that clarity in decision-making is not just a technical skill, it’s a strategic imperative.
“Not-for-profits are among the most important institutions in Australia,” Andrew said.
“They deserve the same level of strategic support and decision-making rigour as any listed company. In a world full of noise, clarity is a superpower. And you deserve nothing less.”