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How can non-profit leaders create urgency for change without causing panic?

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Change is inevitable, but not always easy. As a non-profit leader, you may face resistance, inertia, or fear from your staff, board, donors, or beneficiaries when you propose or implement a new strategy, program, or policy. How can you create a sense of urgency for change without causing panic or paralysis? Here are some tips to help you communicate, motivate, and support your stakeholders during times of transition.

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1 Define the problem and the vision

Before you announce or initiate any change, make sure you have a clear and compelling reason for it. What is the problem or opportunity that you are trying to address? What is the impact or benefit of the change for your mission, your organization, and your stakeholders? How does the change align with your values and vision? Answer these questions in a simple and concise way, and use stories, data, or examples to illustrate your points. Avoid jargon, technical terms, or vague statements that may confuse or alienate your audience.

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Tomas Kucera

Head Of Business Operations at Tricentis
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Urgency doesn’t mean fear, chaos, and stress. If you experience these, you have a false sense of urgency. A true sense of urgency brings order, purpose, motivation, and drive. It even allows for the necessary rest and recharging your batteries. A true sense of urgency emerges when we see a real problem and try to find an effective and efficient way to solve it. Our urgent behavior is not driven by fear or feeling that the world is in chaos. It is driven by a belief that there is an opportunity to solve the problem, to make the world a better place, and all we need to do is grab it.

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Adam S.

Real Estate Advisor and Entrepreneur, Board Director, Strategic Advisor, former CIO/CDO/CTO/CPO and leader passionate about finding and connecting great people and helping them do amazing things.
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Above all else honesty is always the best policy. People can see through platitudes and jargon. So it's best to be open and upfront about the change. Start by reiterating the overall goals. Focus on who your clients are. Far too often nonprofits fall into a trap of thinking their staff or their donors are the clients. Overly focusing on these stakeholders often puts you at odds with the actual needs of the true stakeholders, the people you serve. As hard as the change might be, if it will clearly enhance the organization's ability to provide vital services to those in need, your team will eventually come along. If they do not, they are working at your organization for the wrong reason.

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Clare Pattison

Principal Advisor at Environment Canterbury, systems leadership to shift outcomes
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Remind people of the history of changes made previously, that challenges have been faced and overcome and change is possible. We lived differently 20,30,40 years ago and we can live differently again. Use examples from other sectors and organisations.

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2 Engage and involve your stakeholders

Change is more likely to succeed if you have the buy-in and input of your stakeholders. Identify who are the key people or groups that will be affected by or involved in the change, and reach out to them early and often. Listen to their concerns, questions, or suggestions, and address them with empathy and honesty. Invite them to participate in the planning, implementation, or evaluation of the change, and acknowledge their contributions and feedback. Show them that you value their opinions and perspectives, and that you are not imposing the change on them.

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Adam S.

Real Estate Advisor and Entrepreneur, Board Director, Strategic Advisor, former CIO/CDO/CTO/CPO and leader passionate about finding and connecting great people and helping them do amazing things.
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Very good points for sure but I would add that sometimes the decision simply must be made and the only potential path forward is implementation. It's important to show various stakeholders that their opinions and perspectives matter. But it is also important to let them know that there is a limit and at some point every stakeholder must choose a side. Being in the middle of the road does not work and sometimes, like it or not, changes will in fact be imposed on you. Making it seem as if employees have a choice when they do not can be just as detrimental as not involving them in the decision-making process at all. A delicate Balancing Act for sure.

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Rina Vivekanandan

Principal Consultant @ Praaptii | Entrepreneurship, Process Improvement
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Change often shakes people out of their comfort zone. In the global landscape it is a necessity to be inclusive and accept others without judgement. Then everything else follows.

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Mack Marangu

Award Winning Innovator | Development Communication Specialist | YALI RLCEA Alumnus
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We often find change as uncomfortable. Dialogue with stakeholders is important in creating general awareness the situation and gaining important insights on everyone's fears. Anxiety and even resistance is expected when change is mentioned but when we talk about it calmly, we understand to overcome.

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3 Communicate and celebrate milestones

Change can be a long and complex process, and it may not always go as planned. To keep your stakeholders motivated and informed, communicate regularly and transparently about the progress, challenges, and outcomes of the change. Use multiple channels and formats, such as emails, newsletters, meetings, webinars, or social media, to share updates, stories, or testimonials. Celebrate the milestones and achievements along the way, and recognize the efforts and successes of your team and partners. Highlight the positive impact and value of the change, and how it is making a difference for your cause.

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4 Provide support and resources

Change can also be stressful and demanding, especially for your staff and volunteers who may have to learn new skills, adapt to new roles, or cope with uncertainty or ambiguity. As a leader, you need to provide them with the support and resources they need to succeed and thrive in the new situation. Offer them training, coaching, mentoring, or peer learning opportunities to help them develop their competencies and confidence. Provide them with clear guidelines, expectations, and feedback to help them perform their tasks and responsibilities. Create a culture of trust, collaboration, and learning, where they can express their ideas, concerns, or emotions without fear or judgment.

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Mack Marangu

Award Winning Innovator | Development Communication Specialist | YALI RLCEA Alumnus
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The process of change is often long and engaging. Preparation and proper capacity dissemination eases the process and presents a satisfactory feeling of win-win. A well equipped team handles changes effortlessly.

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5 Be flexible and responsive

Change is not a linear or static process, but a dynamic and iterative one. As a leader, you need to be flexible and responsive to the changing circumstances, needs, and opportunities that may arise during the transition. Monitor and evaluate the results and impacts of the change, and solicit feedback from your stakeholders. Be open to learning from your mistakes, failures, or challenges, and make adjustments or improvements as needed. Be willing to experiment, innovate, or pivot, and embrace the uncertainty and complexity of change as opportunities for growth and improvement.

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6 Here’s what else to consider

This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?

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How can non-profit leaders create urgency for change without causing panic?

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6

1 Define the problem and the vision

2 Engage and involve your stakeholders

3 Communicate and celebrate milestones

4 Provide support and resources

5 Be flexible and responsive

6 Here’s what else to consider

Leadership

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How can non-profit leaders create urgency for change without causing panic?

1

2

3

4

5

6

1 Define the problem and the vision

2 Engage and involve your stakeholders

3 Communicate and celebrate milestones

4 Provide support and resources

5 Be flexible and responsive

6 Here’s what else to consider

Leadership

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