Build an AI position your organization can stand behind.
THE EXECUTIVE POSITIONYour organization may already have several positions on AI. The problem is that none of them are official.
One leader sees opportunity. Another sees risk. Staff members are already experimenting. Funders, accreditors, or board members may be asking questions.
The Executive Position helps leadership determine:
Where AI aligns with the org’s mission
Where greater scrutiny is required
What risks the organization is willing to accept
What requires oversight
What should remain outside the boundary
How leadership will explain those decisions internally and externally
The goal is not to become more enthusiastic about AI or more resistant to it. It is to reach a position.
This isn’t unique to your organization.
92% of nonprofits are now using AI in some capacity. 47% have no formal governance policy at all. The gap you're standing in is the sector's gap, not a sign your organization is behind.
A growing body of analysis now treats AI oversight as a natural extension of a board's existing fiduciary duties of care, loyalty, and obedience.
Source: The 2026 Nonprofit AI Adoption Report, Virtuous & Fundraising.AI (346 organizations surveyed)
The Executive PositionHow Lansby Works With You
1. Determine Where You Actually Stand
Leadership interviews, staff listening sessions across departments, and a review of current AI use and risk — examining how AI is already intersecting with your organization's governance, fundraising, marketing, and staff practice. This is where the gap between staff practice and leadership decision becomes visible, captured in what we call the Judgment Gap Report.
2. Facilitated Leadership Session
A guided working session with the executive team, board committee, or full board — built directly from the Judgment Gap Report — to surface assumptions, disagreement, concerns, and areas of alignment. This is often the most valuable part of the engagement, because policy cannot be built around disagreements that have never been spoken aloud.
3. Written Position
Lansby translates the discussion into a practical document outlining organizational principles, risk tolerance, oversight responsibilities, and expectations for responsible use — along with a concise one-page public-facing summary leadership can use when responding to donors, funders, journalists, accreditors, regulators, or institutional partners.
4. Carry It Forward
Leadership briefing materials for cascading the position to staff, and a 30-day follow-up conversation to confirm the position is holding in practice.
What you leave with:
At the end of the engagement, leadership will have:
A shared understanding of the AI issues that matter most
A clearly articulated organizational position
Defined expectations for oversight and responsibility
Consistent language for internal and external audiences
A foundation for future staff policy, fundraising decisions, communications, and AI use
Most importantly, your leaders should be able to explain why the organization has chosen its position without needing Lansby in the room.
The Executive Position
4–6 week engagement
Includes:
Executive interviews and staff listening
The Judgment Gap Report
A facilitated leadership or board session
A written executive position
A one-page public-facing summary
A 30-day follow-up conversation
Expanded engagements involving full-board retreat facilitation, formal adoption, accreditation-facing documentation, or a board-vote process are available.
