Philanthropy Northwest

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Sindhu Knotz

Managing Partner, The Giving Practice

Sindhu brings over 16 years of experience leading facilitation, strategy, planning and assessment projects for public and philanthropic leaders and organizations. Sindhu also co-leads strategy and business planning for The Giving Practice. She has launched special initiatives including the first class of Momentum Fellows and peer cohorts of CEOs and trustees advancing diversity, equity and inclusion. Sindhu is passionate about promoting more effective, collaborative and community-centered philanthropy through her consulting. Prior to joining The Giving Practice, Sindhu held roles at the Center for Effective Philanthropy, and in the strategy and operations division of Deloitte Consulting LLC. Sindhu began her career in fund development and advocacy, through work with the Community Housing Partnership in San Francisco. Sindhu holds an MPA from Columbia University and a B.A. from UC Berkeley. She is a graduate of Leadership Tomorrow and a former board member of 501 Commons. Sindhu loves spending time with her two preschool-age children and enjoying the beauty of the Pacific Northwest, where she lives with her family.

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 »