And they are tired of being told to “act more like a business” by businesspeople who refuse to allow them to use any of the real tools of business – adequate resources, to begin with.

We have a visceral reaction to the idea that anyone would make very much money helping other people. Interesting that we don’t have a visceral reaction to the notion that people would make a lot of money NOT helping other people.

You can’t know if your values are being violated if you’re ambiguous about what they are.

Our generation does not want its epitaph to read, ‘We kept charity overhead low.’ We want it to read that we changed the world.

Everyone wants charities to spend as little as possible on overhead. That’s backwards. Overhead is what drives growth. If charities can’t grow, they can’t solve problems. So overhead is a good thing. And I’m overhead.

The next time you’re looking at a charity, don’t ask about the rate of their overhead. Ask about the scale of their dreams.

When you prohibit failure, you kill innovation. If you kill innovation in fundraising, you can’t raise more revenue. If you can’t raise more revenue, you can’t grow. And if you can’t grow, you can’t possibly solve large social problems.

Brand is much more than a name or a logo. Brand is everything and everything is brand.

We have a visceral reaction to the idea that anyone would make very much money helping other people. Interesting that we don't have a visceral reaction to the notion that people would make a lot of money NOT helping other people.

The next time you're looking at a charity, don't ask about the rate of their overhead; ask about the scale of their dreams - their Apple-, Google-, Amazon-scale dreams - how they measure their progress toward those dreams, and what resources they need to make them come true, regardless of what the overhead is.