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At least according to some sources, the statue of limitations has ended on wishing each other a Happy New Year. But, if you’re anything like me, the entire month of January might be viewed as an extension of your end-of-year celebrations — another happy period of growth, reflection, and learning.
It’s in that spirit that I’d like to share with you a set of perspectives from a group that is absolutely essential to your ability as a grantmaker to do your work effectively: your staff. Of course, employee feedback — just like input from grantees, applicants, and donors — is an important source of data, helping you to set your agenda, influence strategies, and build a healthy organizational culture. But foundation leadership can often mistake proximity to its own people for a natural understanding of what drives employee engagement, especially at an organization that tends to attract inherently mission-driven talent.
To this end, CEP’s Staff Perception Report — the only employee survey designed specifically for a philanthropic context — elicits and contextualizes feedback from staff members about a funder’s strengths, opportunities, and strategies to empower staff.
The first comment below highlights a key learning we often see in our work with funders: staff view themselves as their organization’s most important strength. The year still may be new-ish, but this conviction — while maybe obvious and self-evident — is as timely as ever.
NB: these quotes have been edited for clarity and to maintain the confidentiality of staff who responded to CEP’s survey.
On staff being a foundation’s superpower:
“Our people are our greatest strength. We are a group of passionate and caring people who support each other through good times and bad. We each work here because we want to, not because we have to. It’s a blessing.”
On how trust isn’t just a grantee-driven value:
“[They are] working towards this, but I think [this funder] could improve by embracing even more of a trust-based approach. This means offering even more flexible funding, and continuing to foster transparency, inclusion, and shared decision-making across the organization. Internally, continuing to work towards providing clear and consistent internal communications around decisions to help all staff feel more informed, aligned, and connected to the organization’s direction.”
On the need for considering staff wellness:
“More wellness programming would be great. [The funder’s culture] is meeting-heavy, making it difficult to be efficient, meet deadlines, or do meaningful work in between. Assessing the nature of the abundance of meetings against the organizational culture that might be driving this would be helpful to improve overall efficiency.”
On the balance of hybrid work
I like the balance of being able to come into the office when I want and/or need to. Our two ‘highly encouraged’ in-office days per month for my team are days I truly enjoy. I try to come in at least one day each week as my schedule with professional advisors and donors allows. I believe I am more intentional in my communication and scheduling with colleagues because of our hybrid and remote work environment.”
On the need to clarify internal policies
“Some of our internal policies and procedures are not always clear — or can appear to be applied differently to different people. For example, no one is really clear on how promotions are decided or advocated for on behalf of direct reports, unless you are [senior leadership]. It can contribute to a culture where some people feel they are ‘in’ and some people feel they are ‘out’ with no clear reason as to why that is.”
On the need to lean into equity values:
“I completely understand the need to pull back publicly on DEI, but I do believe [that] less focus on DEI has impacted us. For example, the DEI training I received when I was hired was completely new and eye-opening to me. It changed my point of view about equity, and I learned so much. This was all pre-2020 when this was not talked about as much or common knowledge, at least in my worldview. I hope we can continue to find ways to incorporate DEI despite the external pressure to remove it.”
On a community foundation’s ability to influence donors and grantees:
“[We] should take more risks and push the envelope on what a community foundation can provide. Let’s push our DAF-holders to be more courageous with their giving. Let’s empower out grantees to be bigger voices for change in our work. Let’s fundraise for our own programs and initiatives outside of our current donor pool.”
On being mindful of siloing:
“The Foundation is working in silos currently. Each team does things differently. This leaves program officers often confused about practices and grantmaking procedures. We need to align as an organization so that people feel empowered to do their jobs.”
On investing in relationships with grantees for greater impact:
“Everyone seems to have different levels of engagement with grantees [but] deeper relationships are built by spending time with grantees, and that investment of time leads to higher quality work. Investing time into our grantees also helps them understand how and when we can help beyond funding.”
On the value of convening:
“[The Foundation’s] greatest strength is the trust we’ve built with partners and the credibility we bring when we convene. Our approach is grounded in long-term commitment, humility, and respect — which allows us to show up not just as a funder, but as a thoughtful collaborator. This trust, combined with our ability to bring people together across sectors, enables us to shape conditions for collective action and lasting impact in ways that are often quiet but deeply effective.”
Whatever 2026 holds for your foundation, hearing from those who are deeply invested in the work right alongside you can be key to amplifying your impact. Now — during a moment of planning that still feels fresh and primed for opportunity — is a great time to turn inwards and tune in to that wisdom.
And while I still have you: Happy New Year!
Joseph Lee is a senior manager on the Assessment and Advisory Services team at CEP. Find him on LinkedIn.
Editor’s Note: CEP publishes a range of perspectives. The views expressed here are those of the authors, not necessarily those of CEP.
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