Leading through whiplash: finding stability in change.
My dog Hazel knows what I’m going to do before I do it. Reaching for my running shoes prompts spin-arounds, and my keys cue a rush to the door. Her behavior reminds me that I have rituals I don’t realize and calcified routines. I go through familiar sequences of behavior when I arrive at the office or lay out my palette at the studio.
There’s comfort in these daily patterns. They shrink uncertainty and reinforce our “this is how we do things” identity. Similarly, there are behavioral anchors within our organizations. We’ve nurtured and cultivated programs for years and found conviction in their outcomes.
And now suddenly, a whiplash of politics and funding cuts has changed everything. Unsettling? More like upending. The pace of change, intentional by the current administration, hasn’t allowed leaders time to plan or develop contingency strategies. We’ve endured a financial crisis and a pandemic, but this is different.
Change isn’t a choice, but resistance to it is deeply rooted in how our brains are wired to protect us. Here are the biggest reasons we resist:
Loss Aversion
We feel losses far more deeply than equivalent gains. We focus on what we’re losing: comfort, familiarity, and control. This makes us risk-averse, preferring the status quo, even when change could benefit us.
Uncertainty & Ambiguity
Predictability reduces cognitive load and makes us feel safe. In more perilous times, our ancestors were better off avoiding the unknown. Experiments have shown that people will choose a known suboptimal scenario over an unknown one that might be better.
Status Quo Bias
Changing takes effort, and it doesn’t always pay off. Therefore, we prefer the comfort of the present state of things. Familiar routines are safe and disrupting them feels dangerous.
Social & Identity Threat
Change can challenge our values or status. It alters not only how we see ourselves but how we think others see us. Social belonging is primordial; our forebears couldn’t have survived being outcasts.
Fear of Failure
We don’t understand how to shift our expectations, and the possibility of mistakes multiplies. Sadly, we’re more motivated to avoid embarrassment or failure than to pursue success.
The problem is that there is no time for these instinctive reactions. Most of us will continue our work, but we need to adapt. And we can’t let despair dampen our calling to do good. It’s time to keep it simple, so:
1 |
Acknowledge the discomfort. You don’t have to dismiss your fears or frustration. Leadership isn’t immune to vulnerability. Embrace it, admit it, and move forward. |
2 |
Clarify what stays the same. This needs to start with your mission. It’s not the time to shift your focus or diversify your core offering. Communicate what is stable and what matters most. |
3 |
Identify what’s changing. If you know what needs to shift, explain it in direct terms: reducing discretionary spending, delaying non-essential hires, partnering with other nonprofits, etc. |
4 |
Explain how people can help. Give people an outlet. You don’t have to have the answers. There will be no shortage of fundraisers. Increase your ask for monthly giving. Don’t forget to ask for ideas and input. |
Change is daunting, but it’s also an invitation. This moment is calling us to renew our commitment to what matters most and find creative ways to express it. In the same way Hazel knows that my shoes mean a good run ahead, we can train ourselves to see disruption as a signal for growth. Build small rituals that remind your team of their shared purpose. Celebrate the wins, even the tiny ones. Each new habit you create can become an anchor that steadies everyone through uncertainty and sets your organization up for a stronger future.
Take care,
Kevin
