Leading Amidst Uncertainty

I am writing this in New York City on November 6, 2024 in the wake of presidential election news, worried for our nation’s future and preoccupied with what will come next. As nonprofit leaders, what do we do when external forces become major worries or distractions from our work?

Nonprofit leaders face a unique challenge: maintaining organizational focus while acknowledging the profound impact of political events on our teams. Recent world events - international conflicts, Supreme Court decisions, George Floyd's murder, COVID - remind us that we don't operate in a vacuum. Our staff, board members, and stakeholders bring their whole selves to work, including their concerns about major societal issues.

The Leadership Challenge

Political crises affect different team members in vastly different ways. What represents a victory for some may be devastating for others. Within the same organization, a crisis might impact staff—often with diverse backgrounds—differently than it affects a board that may be more homogeneous in its composition. As leaders, we must navigate these complexities while keeping our organizations focused on their missions.

Finding Balance in Crisis

As a career Interim CEO/Executive Director for nonprofits, I've learned that leadership during political upheaval requires a delicate balance. We must maintain focus on our organizational mission, acknowledge the human impact of external events, unite teams that may hold strongly opposing viewpoints, and create space for processing while moving forward.

Practical Strategies for Supporting Your Team

Based on my experience leading multiple nonprofits through various crises, here are concrete ways to support your team while maintaining organizational stability:

1. Ask "How are you?"

This simple, powerful question demonstrates genuine care beyond an employee’s performance metrics. While some colleagues will give perfunctory responses, many will offer authentic responses that open doors to understanding and empathy. (I've even started adding this question to my emails!)

2. Create Space for Processing

Recognize that processing needs will vary by the individual, and emphasize the importance of self-care. Where appropriate, it’s okay to give staff a bonus paid day off (arranged with their supervisor’s consent) or close the office early. This gives staff space to reflect and take care of themselves, lets them know you hear them, and offers opportunities for restoration so staff are better prepared to continue your organization’s critical work. Staff who feel they are taken care of and warmly considered are probably more likely to be motivated to stay at your organization.

3. Set Clear Guidelines

If an issue falls outside your mission, maintain organizational neutrality. (Many of us know of nonprofits that imploded in the wake of strong, diverse internal reactions to the October 7th conflict in the Middle East, even where the conflict is not related to the organizations’ missions.) Support employees and board members in keeping focus on your organization's mission while supporting their rights to volunteer on their own time to advance causes that are dear to their hearts. Communicate these boundaries clearly and consistently.

4. Seek Professional Support

Consider bringing in external HR expertise or mediators that are adept at listening to employee concerns in a safe space and conveying their needs to leadership. Skilled consultants can help deescalate tensions and facilitate dialogue as appropriate.

Keep Going!

During times of political crisis, it's natural to feel overwhelmed or powerless. However, our role as leaders is to help our teams channel their energy into meaningful action within our spheres of influence. Each person brings unique experiences, skills, and passion that can create positive change in their immediate sphere.

Where there is darkness, we must find the light. This might mean recommitting to our organization's core mission, supporting team members in their personal growth, finding new ways to serve our communities, and sharing our unique knowledge and experiences with others.

The path forward isn't always clear, but by leading with empathy, maintaining appropriate guidelines, and focusing on our missions, we can help our organizations navigate through challenging times while supporting our most valuable asset—our people.

What light will you choose to shine? For me, today, it's sharing this with you.