This chapter presents a summary of authors’ perspectives as Fordham Graduate School of Business lecturers who had the opportunity to teach in an entirely different environment with students seeking to develop their skills in the field of nonprofit leadership for social justice. There are many similarities between the for-profit and nonprofit sectors in terms of the need to focus on leadership, management, strategy execution, organizational design, measuring performance, and developing talented individuals. The chapter reviews the principles and methodologies of strategic planning and the planning process used in for-profit organizations. It focuses on the assignment and discussion of an actual case study of the Madison Community House (MCH) as an example of a nonprofit strategic planning process and also on developing a course that would foster a robust learning environment. A theme of the course is to create a culture of integrity and ethical behavior.