The situation: A volunteer-run Bay Area nonprofit with seven decades of helping job seekers was stuck. Fundraising was hard, strategic initiatives weren't gaining traction, and leadership was planning for a transition. Conversations kept returning to "we just need more resources," without a shared sense of purpose to decide which resources mattered most.

The approach: George paired a structured, strengths-based diagnostic (SOAR: Strengths, Opportunities, Aspirations, Results) with facilitated dialogue, so the organization could reflect on its own purpose rather than receive a consultant's verdict.

• Many voices: Group sessions, one-on-one interviews (10+), and an online form gathered input from volunteers, board members, and job seekers.

• Strengths first: Starting from what the organization does well built momentum instead of reopening old frustrations.

• Leadership discussions: Weekly conversations used emerging findings to question leadership assumptions and prepare for a future transition.

What emerged:

• Strengths: A passionate volunteer community and a strong local reputation.

• Opportunities: Building on a wider opportunity since moving online, and deeper recurring ties with both job seekers and volunteers.

• Aspirations: To become a funded, leading resource for Bay Area job seekers.

• Results: Measures to track community engagement over time.

The outcome: Six strategic initiatives the organization could evaluate and own, and a shift in the conversation from "how do we survive" toward "where do we thrive."

Why it matters: The breakthrough wasn't the analysis. It was giving a whole community a forum to reflect on a shared purpose clear enough to make decisions, including what to stop doing.