Common Transitions Can Make Nonprofits Stronger

“Change is all around us,” said one nonprofit leader, “yet we tend to get stuck in our organizational habits.” This idea was echoed by others at GMA’s NPO Conversation in March, but the resounding sentiment I heard was that transitions provide the chance for an organization to explore new approaches, grow more resilient, and, yes, change.

Change – both contextual and organizational, and planned and unexpected – is to be expected, particularly in greater Boston, with a new governor, a first term mayor, a new school superintendent, an outgoing transit manager, and continual pressure on staff from salaries in the private sector and well-heeled mega nonprofits. The leaders we spoke with over an informal lunch shared their perspectives on leading through the challenges of common transitions and emerging as a stronger organization.

Long-time staff easing out of their role
When a long-time staff member or key leader decides to step back from their role, concerns about the stability and longevity of the organization are bound to surface. The individual’s transition represents both a personal and organization-wide risk. However, with careful consideration and planning, the change may also offer the opportunity for staff development, re-focused programs and organizational restructuring that result in a stronger organization.

Unexpected turnover of long-time staff members
Purposeful hiring is essential to finding gold in this change. The right individual can inject the organization with new energy, ideas and approaches, fostering exploration and collaboration. Several of our lunch guests applauded new leaders in their own organizations who took immediate steps to develop honest relationships with colleagues, board members and funders. These opened lines of communication created a receptive environment that helps staff to collectively re-shape their organizational culture to one of transparency, ongoing evolution and adaptability.

Funding offered outside of current scope
Funder proposals for support in areas related but not central to existing programs underscore the tension between remaining true to the mission and bringing in new funding. But these proposals are not always an inconvenient distraction. Upon closer examination, the funder’s ideas can shine light on potential new areas to pursue. They offer an important opportunity to re-evaluate an organization’s direction and consider programmatic realignment. When supported by a trusting grantee-funder relationship, these situations are part of an ongoing communication and feedback loop.

Changing community needs
The nonprofit leaders spoke of expanding community involvement in their organizations’ programs and activities. Many have established advisory councils or added community members to the board to provide feedback and increase engagement. Through this integration, the organization keeps apprised of the current and emerging needs of its target audience, receiving community input on how best to adapt to address these concerns.

Whether it’s seeking the collaboration of other nonprofits, incorporating community members into the overall structure of your organization, or calling on friends to support and attend events, healthy organizations seek help.
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Danielle Belanger, a Foundation Assistant at GMA Foundations, can be reached at dbelanger@gmafoundations.com