Three ways to weather the storm.
“I made a really bad decision. I was wrong.”
When slighted, that’s what we’re dying to hear. The greater our disappointment, the more we want to believe a reversal is somehow inevitable. Our ex will see what a mistake they made. That employee who resigned last week will ask for their job back. There’s a mental limbo between knowing and accepting, and the more that’s at stake, the longer it lingers.
I’ve spoken with so many nonprofit leaders navigating this in-between right now. Lifelong devotees to good causes, they’re driven by work that changes lives for the better. So, what other than disbelief can come when their value systems are attacked by politics? Resistance has followed quickly. CEOs are calling elected officials, rallying boards, appealing to donors, hiring lobbyists and, in some cases, filing lawsuits. The trait I most admire most in these leaders is fortitude, and what an abundance of it has been awakened.
But while fortitude is essential, it isn’t enough. That’s why I’m urging leaders to plan for a new normal. That doesn’t mean passive acquiescence. Just a clear-eyed understanding that the present environment isn’t going to reverse itself soon. We’re not going to get the admission of error we deserve. Private philanthropy will certainly step up support, but perhaps not enough to offset federal cuts. And even those that don’t rely on federal funding can probably expect some wind and rain. The broader result will be an increase in competition for grants and for donors.
This means it’s never been more essential to have a narrative framework that explains how your efforts are going to spark the positive change you seek in the world. That narrative needs a messaging matrix tailored to your staff, board, beneficiaries and constituents. Operational shifts are never easy, but in almost all cases, your organization’s self-preservation will benefit those you are working to help. Here are some examples of this counterintuitive shift in perspective:
1 |
Doing more with less isn’t an option. There’s no elasticity left in that cliché. An overworked, under-compensated staff that’s frayed at the edges isn’t attractive to “investors”. Form a core team and focus on what that team can realistically deliver. A narrower outcome with more depth of impact will be attractive to private funders. |
2 |
There is too much organizational overlap. Instead of competing for funding, coalesce with peer organizations and divide a continuum of responsibilities. Imagine three organizations cooperating to address different aspects of an issue instead of three organizations addressing the same issue using slightly varied approaches and philosophies. |
3 |
Consider a merger or acquisition. In the for-profit world, market contractions force economies of scale. Imagine organizations doing similar work combining for greater impact and scale. Donors and funders will find this type of adaptive thinking proof of long-term viability. |
That change will come is the one thing that remains certain in this very uncertain climate. I’ve owned a firm focused on cause communications for more than 20 years, and that’s involved plenty of white-knuckle moments. 9-11 (and the recession that followed), the Great Recession and the pandemic top the list. The stress was intense, and the rebounds were in no way guaranteed. Yet one thing remained consistent about each point of inflection. Once the turbulence finally ended, we emerged better off having survived.
And so, we will again.
Keep believing in good,
Kevin
