I recently went one-on-one with Ron Richter, CEO of JCCA.

Adam: Thanks again for taking the time to share your advice, Ron. First things first, though, I am sure readers would love to learn more about you. How did you get here? What experiences, failures, setbacks, or challenges have been most instrumental to your growth?

Ron: I became a nonprofit leader in the child and family services sector because of my experience being raised by a Holocaust survivor and understanding firsthand the impact that significant trauma has on generations to come, especially if untreated. My entire career has been defined by a commitment to advocating for children and families, particularly those involved in the child welfare and juvenile justice systems. That passion has shaped my current work at JCCA and in previous roles, including my time as Commissioner of New York City’s Administration for Children’s Services (ACS) during Mayor Bloomberg’s tenure and as a Family Court judge.

Throughout my career, I’ve learned that setting up new programs—whether at a nonprofit or as a government official—takes courage. Change is difficult, especially in systems that have existed for decades, and convincing diverse stakeholders to embrace a new approach requires patience, deliberate strategy, and a deep understanding of each constituent’s priorities and perspectives. Success in this work is often about striking the right balance: pushing for innovation while also respecting the complexities of the system and the people within it.  While I have been accused of impatience, it is critical to appreciate that not everyone will buy into an idea because you are convinced it’s right.  Active listening matters.

Of course, not every attempt at change has been successful. Most people do not like change, but it’s the only way to improve. Some of my biggest setbacks have come from moving too quickly—rushing to implement a program or policy before all the groundwork was laid. I’ve learned that preparation and collaboration are key. The best ideas don’t always come from the top; they come from the people directly affected by these policies—young people, families, and frontline staff. When I’ve taken the time to listen and build consensus, the results have been far more impactful.

My goal is to continue transforming how we support children and families, ensuring that they receive not just services, but real opportunities to heal, grow, and thrive. It’s a challenge, but I firmly believe that meaningful, systemic change is possible when we approach it with determination, empathy, and a willingness to learn from both successes and failures.

Adam: What are the best leadership lessons you have learned from leading a non-profit organization?

Ron: One of the most crucial leadership lessons I’ve learned is the value of humility. It’s essential to acknowledge that, whether it’s true or not, others often have more knowledge about our work. There’s no need to be defensive. Active listening and cultivating relationships are critical.

Adam: What are your best tips for fellow leaders of non-profit organizations?

Ron: First and foremost, stay anchored in your organization’s mission. That should be your focus. The nonprofit sector is filled with urgent and complex challenges, and it can often feel like there’s pressure—from staff, board members, and external partners—to tackle everything at once. But no organization can do it all. Your mission should serve as your guiding principle, shaping your priorities and informing every business decision you make. Clarity of purpose allows for strategic focus and greater impact.

Second, invest in your team. A nonprofit is only as strong as the people who drive its work. Recognizing and celebrating your team members’ strengths—not just as professionals, but as individuals—creates a culture where people feel valued and motivated. A truly effective team is one where members complement each other, bringing different skills and perspectives to the table. Diversity of thought, background, and experience leads to stronger decision-making, greater innovation, and ultimately, better outcomes for the communities you serve. Leadership isn’t about having all the answers yourself—it’s about building a team that can find the best answers together.

Adam: In your experience, what are the defining qualities of an effective leader? How can leaders and aspiring leaders take their leadership skills to the next level?

Ron: Effective leadership is built on a foundation of hard work and the ability to network in order to build strong relationships. A great leader is not only driven but also intentional about engaging with clients, staff, and stakeholders to understand their needs and perspectives. Leadership isn’t about making decisions in isolation—it’s about fostering collaboration and creating an environment where the best ideas can emerge. The best leaders are those who remain curious, embrace feedback, and are unafraid to evolve in pursuit of their mission

Adam: What are your three best tips applicable to entrepreneurs, executives, and civic leaders?

Ron: First off, be patient. Developing a culture is easier than changing one; however, culture change is vital to laying the groundwork for new ideas. It's a journey, not a sprint.

Second, leaders need to adapt to new environments on an ongoing basis. Your mission doesn’t change but the world around you does, so leaders need to be flexible and adaptable, and they need to encourage their team members to be as well.  

Lastly, I would say that nonprofits have very thin margins, if any. Understanding the context in which your business functions is critical to remaining relevant, pro-active, and resilient. 

Adam: What is your best advice on building, leading, and managing teams?

Ron: Team building takes time and can be quite fluid. Anticipate movement on the team because, particularly in the nonprofit sector, opportunities for advancement are rare but important. If you have strong team members, they will have opportunities. So, cohesion should be on your mind. As the team leader, it is up to you to maintain the principles and values of the team. As much as possible, anticipate change, and ensure that you understand the unique strengths and challenges of each team member. By doing so, you are showing that each member is a valuable part of the team, integral to its success. You are trying to ensure complementary members so that all bases are covered.

Adam: What is the single best piece of advice you have ever received?

Ron: You are only as good as your team so be sure to promote your team members’ skills and help them shine. Talk about their accomplishment to clients, staff, board members, and external partners. Your team members are a reflection of you and your organization so sometimes you’ll need to put aside your need for accolades and attention.

Adam: What can anyone do to pay it forward?

Ron: Paying it forward starts with building and maintaining strong relationships. Networking takes time and is part of your professional development, but it isn’t just about your career advancement—it’s about fostering meaningful connections that can create opportunities for others, too. The nonprofit sector, in particular, thrives on collaboration, so it’s important to nurture relationships because you never know when your organization—or someone you mentor—will benefit from a connection you’ve maintained. That being said, never “burn bridges.” You never know when your organization will want or need support from people you’ve crossed paths with, in the past. And be sure to use these relationships to invest in the next generation of leaders. Take the time to mentor and support those who are coming up behind you. Share your knowledge, create opportunities, and help others navigate challenges. Leadership is not just about advancing your own work—it’s about ensuring that the mission continues long after you move on. By teaching, guiding, and opening doors for others, you help strengthen the sector as a whole, ensuring a lasting impact that goes beyond your individual contributions.


Adam Mendler is an entrepreneur, writer, speaker, educator, and nationally recognized authority on leadership. Adam is the creator and host of the business and leadership podcast Thirty Minute Mentors, where he goes one-on-one with America's most successful people - Fortune 500 CEOs, founders of household name companies, Hall of Fame and Olympic gold medal-winning athletes, political and military leaders - for intimate half-hour conversations each week. A top leadership speaker, Adam draws upon his insights building and leading businesses and interviewing hundreds of America's top leaders as a top keynote speaker to businesses, universities, and non-profit organizations. Adam has written extensively on leadership and related topics, having authored over 70 articles published in major media outlets including Forbes, Inc. and HuffPost, and has conducted more than 500 one on one interviews with America’s top leaders through his collective media projects. Adam teaches graduate-level courses on leadership at UCLA and is an advisor to numerous companies and leaders. A Los Angeles native, Adam is a lifelong Angels fan and an avid backgammon player.

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