Philanthropy Northwest

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Sindhu Knotz

Managing Partner, The Giving Practice

Since joining the Giving Practice in 2012, Sindhu’s consulting work has focused on strategic planning, facilitation, assessment, and collaborative work. She leads special initiatives for The Giving Practice, such as the launching the first Momentum Fellowship and facilitating learning cohorts for leaders advancing diversity, equity and inclusion. Sindhu has worked in organizational development consulting across both the private and public sectors for fifteen years. She led performance assessments for funders nationwide at the Center for Effective Philanthropy, and she helped federal agencies conduct business process improvements as a senior consultant with Deloitte Consulting LLC. Sindhu began her career in community development, through work with the Community Housing Partnership serving San Francisco’s formerly homeless. Sindhu holds an MPA from Columbia University, and a B.A. from UC Berkeley, where she graduated Phi Beta Kappa. Sindhu is a former board member of 501 Commons, and enjoys the outdoors, international travel, and spending time with her two small children.

Sindhu Knotz's blog posts

March 14, 2017

In a conversation for Philanthropy's Reflective Practices, Jan Jaffe and Sindhu Knotz spoke with Nikki Foster, program officer at the Northwest Area Foundation, about reflective practices she has used in both the for-profit and nonprofit sectors. "I learned from one of my colleagues that I used to jump into agendas too quickly. Especially in my interaction with Native communities," she explains. "It is important to have time to establish a relationship and get to know each other. I was so appreciative of the feedback and the need to be thoughtful about the balance between the personal and the objective work." more »

April 28, 2016

When The Giving Practice at Philanthropy Northwest partnered with the D5 Coalition in 2012 to study and report on the ways philanthropic leaders were advancing diversity, equity and inclusion, one of our most significant findings was that leaders need support from peer networks to advance this work. Four years later, we continue to witness how peer learning can be one of the most powerful ways to influence leadership and cultural change within organizations. In confidential, trust-based environments, leaders serve as co-consultants to one another, offering advice, knowledge and sympathetic ears. Again and again, we have seen leaders come together to gather the courage to make meaningful advances in policy, practice and organizational change. We use six key principles to create and facilitate these groups, particularly for cohorts designed around diversity, equity and inclusion. While much of this may read as basic facilitation strategies, we have learned that this is more of an art than a science — and it often takes a few meetings before groups begin to develop their own rhythm and cohesion. more »