(At least) 3 Things You Should Be Doing Right Now
Sixty days ago or so I wrote an open letter to our clients titled, “What a long, strange trip it’s been…” If the days and weeks since have taught us anything, it’s that disruption (and chaos and confusion) in the nonprofit and social service sectors isn’t going anywhere any time soon. The ground beneath us is constantly shifting, and we must sharpen every tool in our tool box—preparing ourselves, our organizations, and the communities we serve to navigate the uncertainty ahead.
I’ve talked to dozens of clients and partners over the last several weeks. Their concerns are real and they are numerous. I’m hearing different iterations of some common themes. Will we be able to continue delivering our federally funded grant programs? What do I tell my staff about the future, and how can I keep them optimistic? How will we go about replacing lost revenue or managing significant budget cuts?
These are not insignificant issues for nonprofit leaders to be managing, many times in an environment that even in the best of times feels overwhelming and isolated. Sometimes when I’m feeling overwhelmed, it’s helpful for me to get laser focused on the things I can do… and do right now. So, with that in mind, let’s talk about three practical things you can (and should) be doing right now to position your organization for success. Some of these ideas are extensions of earlier thoughts, but with a lean toward action. Don’t wait. Let’s get to it!
1. Recommit to your values while you re-evaluate your strategic plan.
In an earlier blog on this topic, I suggested that standing strong on your vision, mission, and values is really, really important in this moment. But the second half of that thought is a need to acknowledge we are in some uncharted territory and the rest of our strategic plan may need a bit of a refresh. Said another way, our best laid plans may not be what’s best for our organization right now.
If you’ve ever worked with us in this strategic planning space you’ve heard our team repeatedly say that your strategic plan should be a living document—one that reflects the current condition, organizational realities and aspirations, and helps you make intentional decisions about where to focus your time and energy. Have any of those things changed for you in the last 100 days? I thought so… so why has your strategic plan not changed?
During COVID, our team worked with some other consultants and partners to develop a framework for this type of evaluation—and we are still using the framework and approach on a number of projects today. We utilize a Step Up, Step In, Step Back frame to help organizations assess their current strategies in light of new realities:
Step Up: Where do we need to lead boldly and take decisive action?
Step In: Where do we need to lean in and be a stronger partner, or step into areas and approaches that we haven’t even considered before?
Step Back: What initiatives or programs no longer serve our mission effectively and may be a place we need to scale back or exit?
2. Have intentional conversations about disruption and resiliency.
The concept of disruption is not new—especially in the nonprofit sector. But we have to be honest with ourselves that the sheer volume, depth, and speed of change we are all navigating now is like nothing we have ever seen. The key isn’t to eliminate disruption, it’s to manage it effectively. Our goal should be to become more resilient in the face of change.
This starts with open, honest conversations among leadership teams and boards about how disruption is impacting your organization and how you can better manage it. Are the rules changing, or are we playing an entirely new game? Are we just waiting and reacting, or are we leading through change? Are we avoiding difficult decisions and discussions because of an unwillingness to have courageous conversations? Are we resilient enough?
One of the best definitions of resilience that I have seen in the literature is “… the ability of an organization to anticipate, prepare for, respond and adapt to incremental change and sudden disruptions in order to survive and prosper.” This is the definition that we have adopted at 1000 Feathers and the one we are repeating to our clients in this moment! Rather than seeing disruption as an obstacle or something to be survived, what would it look like for us to prosper? Organizations that are able to embrace this disruption as an opportunity for growth and adaptation will emerge stronger than ever.
3. Communicate Clearly and Calmly in Crisis
If the past few years have proven anything, it is that crisis communication is no longer a luxury—it’s a necessity. The way organizations communicate during times of uncertainty can make or break trust with internal teams, partners and clients. Similar to concepts of resilience, the goal isn’t just to react to crises (and always be in response mode) but to prepare for them.
This means having a plan in place for clear, calm, and intentional messaging when the unexpected happens. It also means knowing when to speak, how to speak, and who needs to hear the message first. Does your organization have a crisis communications plan? It’s time to create one and train your team because you may not have needed it yet, but this is only the first 100 days. In moments of chaos, people look to leaders for guidance. Make sure your organization is ready to step up and provide that leadership and clarity when it matters most.
Again, these aren’t just theoretical ideas. They’re practical steps that organizations need to take right now. And at 1000 Feathers, we are actively working alongside organizations navigating these very challenges. Whether it’s facilitating a strategic plan refresh, helping leadership teams manage disruption, or developing crisis communication strategies, we’re here to help. Because while disruption is inevitable, how we respond to it is what truly defines us. Maybe you’ve got this covered, or maybe you could use some support. Either way, these are conversations worth having, and there is no better time than the present to get started.
After all, we are only 100 days in.
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