Gon Erez is an accomplished consultant in nonprofit management, currently residing in Cleveland, Ohio.
With foundational expertise in psychology and economics, his career trajectory has been significantly shaped by his early experiences in Israel as a Human-Rights Officer in the IDF Spokesperson’s Unit. Seeking to expand his horizons, Gon relocated to the U.S. at the age of 30, where he furthered his education with a Bachelor’s degree from Ben-Gurion University of the Negev and a Master’s in Nonprofit Management from Gratz College. He is now enhancing his skills with a Master of Social Work (MSW) at Eastern University.
In his professional life, Gon has been instrumental in revolutionizing the operations of various nonprofits through strategic planning and the application of business principles. His roles have ranged from Program Director at the Youngstown JCC to Chief Program Officer at the JCC of Greater Buffalo. Presently, as a freelance consultant, he dedicates his expertise to helping nonprofits streamline their processes and magnify their societal impact.
Outside of work, Gon Erez is passionate about the outdoors, engaging in activities such as snowboarding, hiking, and sailing. These pursuits not only fulfill his adventurous spirit but also allow him to live a well-rounded life, harmonizing his professional endeavors with his personal commitment to wellness and community involvement.
What first got you interested in the intersection of psychology and nonprofit management?
My fascination began during my service in the IDF. I observed how psychological principles could be applied to improve soldier morale and overall unit effectiveness. This experience made me realize the potential of psychology in shaping organizational culture and enhancing the impact of nonprofits, which rely heavily on human-centered approaches to solve societal issues.
How has your approach to nonprofit management evolved since you began your career?
Initially, my focus was primarily on direct service and program delivery. Over time, I’ve shifted towards a broader strategic approach, emphasizing organizational sustainability and impact measurement. This evolution was influenced by my studies and the realization that long-term planning and efficiency are critical to achieving lasting change.
What’s a common misconception about nonprofit organizations that you frequently encounter?
A common misconception is that nonprofits should not spend money on marketing and overhead. Many believe these organizations must operate with minimal administrative costs. However, investing in areas like marketing and technology is crucial for scaling impact and ensuring operational effectiveness.
Could you describe a particularly rewarding project you’ve worked on?
One of the most rewarding projects was developing a digital literacy program for elderly community members while at the JCC in Buffalo. The joy and independence it brought to participants were profound, and it highlighted the critical role of nonprofits in addressing diverse community needs through innovative solutions.
What are some strategies you employ to ensure project success in the nonprofits you work with?
I always start with clear goal-setting and stakeholder engagement. It’s crucial that everyone involved understands the objectives and feels invested in the outcomes. I also implement rigorous monitoring and evaluation practices to track progress and make adjustments as needed, ensuring the project stays aligned with its goals.
How do you measure the impact of your consulting work?
Impact measurement varies by project but generally includes both qualitative and quantitative metrics. I look at direct outcomes, such as service delivery improvements or increases in funding, and broader indicators of organizational health, such as staff satisfaction and community engagement levels.
What advice do you have for nonprofits struggling to balance mission and business-oriented strategies?
It’s crucial to view business strategies as tools that can amplify your mission, not detract from it. I advise nonprofits to define their core values clearly and ensure that all business strategies align with these values. This alignment helps maintain the mission’s integrity while embracing effective business practices.
In what ways do you think nonprofit management will change in the next decade?
I believe there will be a significant shift towards data-driven decision-making and increased reliance on technology to manage operations and engage with donors and beneficiaries. Nonprofits will likely adopt more agile management styles to quickly respond to changing donor interests and global challenges.
Can you share an example of a difficult decision you had to make in your career and the outcome?
Early in my career, I had to decide whether to continue in a secure but unfulfilling role or take a risk with a startup nonprofit. Choosing the startup was risky, but it paid off by vastly expanding my skills and network. This experience taught me the value of following my professional instincts and passions.
What’s next for you in your professional journey?
I’m currently focused on completing my MSW, which I believe will deepen my understanding of social issues and enhance my ability to effect change. Professionally, I plan to expand my consultancy to include more international nonprofit clients, using my multilingual skills and cross-cultural experience to bridge gaps in global nonprofit initiatives.