Cassandra has over twenty years of experience working in the social sector and with entrepreneurs. She is a consultant and principal of Leadership Alchemy LLC.

She has extensive experience with leadership development at the community, state, and national levels.  She has worked at a women’s college, state agencies in two states, the Association for State and Territorial Health Officials, the National Governors’ Association, a national social service agency, and with over 150 organizations as a consultant. Clients include foundations, nonprofit organizations, government agencies, schools, libraries and entrepreneurs. She has experience with urban, rural, and tribal communities.

As a coach Certified in Conversational Intelligence®, she has access access to the C-IQ Catalyst Tools and technologies and am equipped to facilitate workshops, masterminds, and other in-depth sessions utilizing C-IQ tools and frameworks to elevate performance results, shift organizations into Level III Conversational Rituals, create and sustain a healthy organizational culture, and much more.

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Community Engagement and Governance – Part 2

By Cassandra O’Neill and Sarah Griffiths Community engagement has power. It can transform neighborhoods, ignite relationships, catalyze action, and unite communities and organizations behind a common goal. This two-part article presents advice for nonprofit boards interested in effective community engagement. In the first part, we defined community engagement and considered some principles boards can use…

Community Engagement and Governance – Part 1

By Cassandra O’Neill and Sarah Griffiths Community engagement has power. It can transform neighborhoods, ignite relationships, catalyze action, and unite communities and organizations behind a common goal. How this happens is both science and art. The results of traditional methods can be limited but new processes and facilitation methods are emerging that help organizations more…

Different Process, Different Results

Editor's Note: This article is co-written by Cassandra O'Neill and Sarah Griffiths. ________________________ In December of 2010, the Stanford Social Innovation Review published an article called “Collective Impact” (John Kania and Mark Kramer, Winter 2010). This article explores multiple collective impact initiatives and looks to find the common ground, or best practices, in collective impact…

Collective Leadership and Shared Governance: A New Approach to Increasing the Impact of Foundation Investments

Editor's Note: This article is co-written by Cassandra O'Neill and Sarah Griffiths. ________________________ In 2009, the board of the Community Foundation for Southern Arizona (CFSA) began the process of rethinking the way the foundation granted its unrestricted funds. The board believed that the foundation’s community investments were not always getting them the biggest impact, or…

The Key Ingredients to Organizational Effectiveness and High Impact Results, Part 2

Part 1 of this article covered the key findings from the books Built to Last and Good to Great on organizational effectiveness. Part 2 summarizes the findings from Forces for Good by Leslie R. Crutchfield and Heather McLeod Grant, reviews key findings from the article "The Networked Nonprofit" by Jane Wei-Skillern and Sonia Marciano, and…

The Key Ingredients to Organizational Effectiveness and High Impact Results, Part 1

The following article is the first part of a two part article. These articles synthesize the research findings on best practices which lead to organizational effectiveness and exceptional results. This research is widely read in the social sector. Their findings when examined together provide a recipe for organizational effectiveness and high impact results, and thus…