This chapter summarizes ten core social change competencies and the steps one uses to create organizational specific sub‐competencies. It defines social change competencies and describes why competencies are important. From the research, twelve competencies emerged: leadership, planning, public relations, volunteer management, financial management, communications, marketing, governance, data utilization, human resources, fundraising, and information technology. The author conducted a nationwide survey of nonprofit and philanthropic professionals about their professional development needs. The survey presented respondents with a list and descriptions of the social change competencies and asked them to identify the frequency in which they perform these competencies in their job. The most frequently performed competencies were leadership; communications, marketing, and public relations; and program organizational and strategic planning and management. Organizational sub‐competencies are connected directly to our organization's values and mission. In a volunteer‐run organization, typical sub‐competencies might include initiative, crisis management, and mentoring.