Engaging in a strategic planning process may help nonprofit managers to develop strategic thinking as well as build capacity to sustain and expand their programs and services despite environmental uncertainty. This study proposes a typology for understanding how the membership growth strategies of community sport organizations, as one focal nonprofit context, are shaped based on their environment. Semi-structured interviews with fifteen presidents of nonprofit organizations, alongside analysis of strategic plan documents, were used to identify strategic imperatives that nonprofit managers considered when formulating their organizational strategies. These imperatives were grouped into two dimensions: organizational readiness for growth and environmental dynamism. These dimensions were then juxtaposed to create a matrix of four strategic types: Trailblazers, Enhancers, Maintainers, and Carers. Each type is described in detail and implications for practice are discussed.