Here's how you can navigate uncertainty and change as a non-profit leader.

In my experience I have found it most helpful to stay informed. I have to note the changes and accept the new challenges as they come. It is crucial that I also keep those around me informed of what is happening at the non-profit. Our success depends on so many factors including our board, our multidisciplinary team, and our donors. We need to keep those lines of communication open. It is important that we shift as needed to embrace the changes and conquer the challenges. We learn and grow from these challenges, from each other, and from watching other leaders persevere through change.

Partnerships and collaboration are Every. Thing! The cultural, capitalistic, and corporate presumption that we should be able to do everything - by ourselves - is a snare and a delusion. Find those who have the strengths and gifts that you don't have and join with them. Leave your ego at the door and ask for help and the outcomes are so much bigger and better than you can imagine alone.

Embrace & commit to being a flexible yet firm leader. My younger self viewed flexibility as a weakness. I once considered flexibility a sign of uncertainty. I now view flexibility as a pathway to gain greater certainty and increased understanding. Flexibility denotes a willingness to adjust. Every leader grows stronger, gains support, and increases the probability of success by maintaining a flexible growth-oriented mindset. I challenge my assumptions by inviting others to sharpen my best thinking. This requires flexibility & a firm commitment to drive action based on solicited input, unsolicited advice, and rigorous self-reflection.

In a context full of change, nonprofit leaders must be navigational leaders. Navigational leaders are clear in communicating the organization’s vision and the destination to which the team is headed. However, they also create moments to pause, reflect on progress, and adjust course based on changing context and information. They should provide steady leadership around the vision and path to getting there, while also embracing flexibility and being responsive to change.

As a non-profit organization, we've often faced unpredictable challenges, from shifts in funding sources to evolving community needs, economic downturns, pandemics, and changes in donor priorities. These factors have all impacted our funding streams, priorities, and ways of working. Being flexible and agile has allowed us to pivot strategies, reallocate resources, and explore alternative funding to keep our organization running and continue fulfilling its mission. Flexibility in work arrangements has also been crucial for our team, especially since retaining talented staff is a significant challenge in the non-profit sector.

Throughout my career in both the for-profit sector and as a nonprofit founder, I've learned that being a nonprofit leader demands immense resilience. The emotional load can easily lead to compassion fatigue and burnout, making it crucial to be able to stay positive and bounce back from setbacks. It's also about instilling this resilient mindset in your team, being there for them, helping them see the light at the end of the tunnel, stay committed to the mission and overcome challenges together. Resilience isn't just a trait; it's a practice that can be strengthened over time.

Cultivating personal resiliency is as important as cultivating organizational and community resiliency. I’ve had the opportunity to align my personal values with my work. I recognize that doing the work I love requires a need for my personal resiliency. However, it does not come any easier for value-driven work as it takes a huge amount of energy requiring us to prioritize our focus on our mental health. As a non-profit leader for nearly 20 yrs, there have been several shifts in sustaining resiliency. An important component for leaders today, specifically white leaders, is to recognize the importance of social justice work and becoming an anti-racist organization creating necessary spaces and a commitment to prioritizing anti-racist values.

Apprendre à être résilient est primordial car le mouvement fait partie de la vie de l'organisation. Que ce soit en interne ou externe, rien ne reste jamais figé et il faut apprendre à voir cela comme une normalité.

If you are not a tough and resilient person you will pack up at the edge of victory because of challenges that you already have almost conquered or overcame.

Cultivating resilience has been a cornerstone of my leadership philosophy in the non-profit sector. Resilience is not just about bouncing back from setbacks but about thriving amidst change. By providing continuous support and resources, I empower my staff to enhance their skills and face challenges confidently. Creating a safe environment where taking calculated risks is encouraged has led to innovative solutions and growth. Celebrating our successes and learning from our failures keeps us grounded and motivated. Ultimately, resilience ensures that we stay focused on our long-term mission, navigating the complexities of our work with determination and hope.

One thing I have found very helpful that regular communication keeps everyone in the team safe and satisfied. I have lived through the turbulent times in NGOs during fund shortages and consequent organisational downsizing and reshaping. Communication plays critical role in those times and if not communicated with transparency and compassion can seriously harm the organisational structure. Infact it is key learning for me for organisation development.

Clear and regular communication, especially when managing remote teams across several countries becomes not just a tool, but a lifeline. Fostering an environment of transparency and active listening is essential to keep everyone in the loop, focused on our mission, and motivated. I have also found that by making a conscious effort to connect personally with the team members, we can bridge geographical gaps and build a cohesive, committed team. This approach not only enhances our operational efficiency but also strengthens our collective resolve, especially in times of uncertainty and change.

Communicating clearly has been fundamental to my approach in leading through uncertainty. Keeping my team well-informed about changes and the rationale behind decisions has proven essential in fostering trust and unity. Transparency ensures that everyone is aligned with our objectives and reduces the potential for misunderstandings. I have found that regular updates, open forums for discussion, and an approachable leadership style significantly mitigate confusion and anxiety. This clarity not only empowers my team but also enables them to perform their roles with greater confidence and effectiveness, ultimately enhancing our collective impact.

Trusted relationships start and sustain everything. If you want to solve problems, build trusted connections. If you want to accelerate your career, create lifelong affinities. If you want to achieve purpose, pleasure, and progress form networks with individuals and institutions who share your values. Trusted relationships yield high positive returns on the investment of your time. Set yourself up for success. Actively seek out ways to formally & informally form connections with reliable, responsive, and righteous people.

Strengthening networks has been a vital aspect of my strategy in ensuring the sustainability of our organisation. By solidifying relationships with other non-profits, funders, and community partners, we build a robust support system that can offer invaluable resources and assistance during challenging times. These collaborations not only provide immediate support but also foster the exchange of innovative ideas and shared strategies for navigating change. Investing in these relationships has proven to be a cornerstone in our ability to adapt and thrive, creating a resilient foundation that sustains us through both opportunities and adversities.

Tenha a humildade de aprender e compartilhar conhecimento, se há algo que nunca ninguém pode nos tirar é a educação, conhecimento e aprendizados. Tanso o aprender quanto o compartilhar, nos trás sentimentos com sensações inexplicáveis, dar o nosso melhor não tem preço e receber é gratificante de mais.

PRÜFE, WER SICH BINDET Netzwerke sind für den Erfolg einer Mission entscheidend, doch prüfe vorher, ob sie Dir wirklich helfen. Viele Netzwerke ähneln „Selbsthilfegruppen“, in denen das Jammern im Vordergrund steht. Situativ kann das hilfreich sein, aber achte darauf, aus diesem Loch wieder herauszukommen. Suche Netzwerke, die Dich nach vorne bringen, empowern und auf das Ziel Deiner Mission einzahlen, statt den Status quo zu bedauern. Investiere in Beziehungen zu Organisationen, Spendern und Community-Partnern, die neue Ideen und gemeinsame Strategien fördern. Solche Kooperationen bieten Unterstützung und Ressourcen in schwierigen Zeiten. Vermeide toxische Bühnen und setze auf konstruktive Partnerschaften für echten Mehrwert.

I actually found this to be the time to question your networks. Too many vendor relationships with non profits are relationship based. Peeling back the layers I found opportunities in performance and cost. The RFP process is important for non profits to ensure the are investing with the best while not overpaying.

The epic tale of Arjuna hitting the fish's eye exemplifies the crucial importance of unwavering focus on one's mission. In uncertain times, one's non-profit's mission serves as a guiding beacon. By prioritizing it in decision-making and aligning strategies accordingly, you reinforce your commitment to core objectives. This not only motivates your team but also reassures stakeholders of your organization's dedication.

As CEO, I knew we had to stay focused on our strengths during a challenging financial period to survive. We were experts in supporting men and concentrating on what we did best. We needed to adapt quickly but keep our growth mindset. We set up virtual support groups and online sessions. This was a significant shift but allowed us to continue offering vital services. We analysed our strengths as an organisation. Our biggest asset was our ability to create a safe, supportive space. We navigated the uncertainty, stayed true to our mission, and expanded our reach, proving that understanding and focusing on your core competencies is essential. This experience reinforced the importance of knowing your business and doing what you do best.

Focusing on our mission has been my compass during times of uncertainty. By keeping our mission at the forefront of all decision-making processes, I ensure that every action and strategy is aligned with our core purpose. Reminding the team of the meaningful impact behind their work serves as a powerful motivator, especially when navigating change. This steadfast commitment to our mission not only inspires our team but also reassures stakeholders that our dedication to our core objectives remains unwavering. This clarity and consistency bolster our resilience and guide us through even the most turbulent times.

This aspect of navigating uncertainty gets one thing right and one thing terribly wrong. Yes, a strategy that your leadership team will stand behind is critical. But it’s important to note that at the start of the strategic planning process, your strategy is mostly just a hypothesis. Your job then becomes to validate the ideas in your strategic plan, not to execute against your goals at all costs. Innovation is the ultimate hedge against these big organizational bets. It helps you pinpoint what ideas in your strategic plan have higher degrees of uncertainty and gives you a process/methodology to ensure those ideas are backed by a realistic understanding of the current environment and your organization’s capabilities.

Strategic planning is indeed crucial for successfully steering through change. By establishing clear and attainable goals and proactively pinpointing potential roadblocks, organizations can enhance their adaptability and resilience. Anticipating different scenarios and formulating contingency plans empower non-profits to mitigate the effects of unexpected events, guaranteeing their ability to progress even in the face of adversity. Therefore, by looking ahead and strategizing for diverse outcomes, non-profits can safeguard their sustainability and maintain momentum amid various challenges.

Siempre me ha resultado útil poder establecer las metas claras a la hora de emprender un plan de trabajo e incluso en mi vida diaria es un marco de referencia bastante importante. Si deseamos el enfoque de un equipo de trabajo va a tener que ser una imperante forma de manejarse y manejar a los que conforman esa comunidad laboral. Permite reducir distracción y pérdida de energía en todo ese caminar estipulado para el tiempo que se han puesto como meta. Avancemos en este tipo de procesos!!

Avoir une vision, savoir comment y aller et les freins à lever est une étape clef de la réussite. Mais le plus difficile reste de garder ce cap, ne pas s'écarter au fil des jours, des urgences et opportunités. Avoir un soutien extérieur, un coach ou mentor qui vous suit permettra de vous aider à suivre votre plan d'action.

An initial Strategic Plan is essential for prioritizing where time available to build a business will actually be spent. That said pivots may become necessary. When they do it is helpful to remember that a pivot is a point one moves around - not gets stuck in - to stand somewhere new. Also that perspective is usually broadened when we stand somewhere new. The most successful startups I have worked with all took input from customers. This allowed product growth to be inspired from somewhere that company leaders were not necessarily currently standing.

There is a lot said about strategies to embrace uncertainty and managing through change. My take is different, it is less about WHAT you do and more about WHO you are. Leading through turbulent times and uncertainty requires maturity. With experience you become more steady and cut balls do not phase you. You quickly shift from challenge to how you’ll solve it. You don’t lose your cool and you are not emotional about things that may have unsettled you before. The bad news, it just takes time. The good news? If you pay attention, it will come.

SICHERHEIT UND BESTÄNDIGKEIT SIND THEORIE Der Weg aus der Unsicherheit ist eine Theorie. Warum? Weil die Welt im ständigen Wandel ist. Wieso sollte er vor Ihnen Halt machen? "Wer nicht mit der Zeit geht, geht mit der Zeit." ein alter Spruch, der aufzeigt, dass es schon immer wichtig war, die Veränderung als eine Konstante anzuerkennen. Erfolgreiche NPO-Organisationen sind Meister:innen der Veränderung. Es gibt sogar manche, in denen sich Mitarbeitenden auf Veränderung freuen und diese mit offenen Armen empfangen. Eine Haltung, die Erfolg bringt; auf allen Linien und so zum Wohle der Mission und der Menschen, die auf die Erfüllung dieser vertrauen. Bleiben Sie am Ball, Veränderung rockt! :-)

I would add- seek advice! Create a network of other non-profiteers- lean on each other. Brainstorm. Give feedback. Seek advice.

Based on my experience, I have been given extra resources to handle unexpected events. I also make sure to include extra time for activities to keep the project on schedule and prevent any deviations during the implementation phase. As a manager, assessing your resources and the tolerance level within the project constraints such as scope, time, cost, and quality is important, especially in uncertain situations.