The New York Times recently published an article titled “Sierra Club Embraced Social Justice. Then It Tore Itself Apart.” The piece describes turmoil within one of America’s most iconic environmental organizations — Sierra Club — as it struggles with internal strife, declining membership, and financial crisis.
According to the article, Sierra Club has lost more than 60 percent of the four million members and supporters it counted in 2019, and it has gone through multiple rounds of layoffs to dig out from a $40 million projected deficit. Once a unified powerhouse focused on climate change and environmental protection, the organization has more recently expanded its focus to include slavery reparations, defunding the police, DEI, and advocacy on issues such as immigrant, gay, and labor rights.
Its leaders defend this shift. “As long as climate change and environmental protection are viewed as just being concerns for a limited group of elites, we lose,” said Loren Blackford, Sierra Club’s new executive director. “We only win by building a powerful, diverse movement.”
Whether this expansion represents a necessary broadening of perspective or a misstep in mission, the results are hard to ignore. The organization is financially weaker, more internally divided, and less influential than it once was.
The Perils of Mission Creep
Sierra Club’s story is a cautionary tale for nonprofit leaders everywhere: mission creep — the tendency to expand beyond one’s core purpose — can dilute focus, alienate stakeholders, and destabilize even the most established organizations.
To be clear, many (myself included) would argue that climate change and environmental degradation are deeply intertwined with issues of equity and justice. But even well-intentioned expansions can stretch an organization too thin, both operationally and ideologically.
So, how can organizations determine whether a new direction is mission critical or mission creep? And what can they do when new priorities begin to weaken the organization rather than strengthen and embolden it?
Survey the Stakeholders
If you believe in your partners, members, donors, and staff — show it. When your organization considers a significant shift, solicit their perspectives before taking the leap. Ask the people who know your work best: does this new direction align with why they got involved in the first place? Do they see it as an authentic extension of your mission or a detour? Listening deeply can reveal early warning signs of disconnection and help you course-correct before any damage is done.
Let the Data Guide You
Numbers tell a story. If your metrics — membership, donations, participation, policy wins, engagement — are slipping, take note. Don’t ignore the evidence because it conflicts with your aspirations. While multiple factors can influence outcomes, patterns in data often reveal whether your new direction is resonating or repelling.
As the Times article notes, Sierra Club attributes some of its decline to changing public sentiment during the Biden administration, when climate urgency slipped down the list of public concerns. But when the numbers are that stark, it’s worth asking whether internal decisions also played a role.
Establish the Goal Posts Before Kickoff
If your organization is going to expand into a new area, establish metrics of success before you begin. Then, you can measure your progress and determine whether this new direction is helping you gain ground. Establishing clear goal posts creates accountability — and gives you the confidence to know whether your bold ideas are working or need refinement.
Evolve with Courage and Clarity
Sometimes, organizational missions must evolve to meet the moment. Evolution takes courage. But so does admitting what’s not working and changing course. Staying true to your purpose is both an act of discipline and integrity. The goal isn’t to play small — it’s to play smart.
Be bold. Do what’s hard. And always, do what’s right.
(photo of John Muir, founder of Sierra Club, courtesy of Library of Congress)
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