The environment of nonprofit disability and mental health organisations is largely in common with those of their commercial partners and competitors. Volatility abounds both at the political and economic levels where change is an ever-present reality. The lack of predictability regarding the sustainability of the National Disability Insurance Scheme (NDIS) continues to challenge many in this sector. So too does complexity associated with interdependency of organisations in a difficult market economy challenge decision-making across organisations as they deal with change. Charting pathways forward through testing times and circumstances exemplifies leadership challenges amongst these organisations where stakeholders are extensive and diverse. Finally, there is the ever-expanding threat associated with disruptive technologies which are now accelerating at a rate never seen before, as for example the accelerated development of generative artificial intelligence. Simultaneously, there is the social challenge of increased demand for disability and mental health services in the broader community, Leaders wanting to focus on purpose confront questions about: what must these organisations and their leadership focus on with regards the design and delivery of programs to address these community demands? What do their Missions and Visions mean and how can they deliver on these especially within resources constraints of all types? If their primary focus is embedded in these carefully crafted statements, then how do leaders deal with the environment that is the VUCAD world?