Strategies for Nonprofit Organizations and Their Leaders to Effectively Navigate Change and Uncertainty in the Sector.

Each month, the Wyoming Nonprofit Network highlights a specific topic impacting the nonprofit sector in the What We Are Learning email series. In February 2025, WNN reflects on how nonprofit organizations and their leaders can navigate times of change and uncertainty. 

Start Thinking About Times of Uncertainty

Inherently, uncertainty is unpredictable, which creates unique challenges for the nonprofit sector. Consider the pre-learning questions below related to your organization’s approach to uncertainty:

1. Typically, is the organization proactive or reactive to external changes?

Recommendations from Experts 

According to Lisa Schohl’s “How to Lead Well in Uncertain Times,” an article published by the Chronicle of Philanthropy in December 2024, there are several actions nonprofit leaders can take to support their organizations and communities through change, including:

• Communicate More Than You Think You Should: Recognizing the potential harm of under communication, leadership cannot overcommunicate. Whether the communication target is internal or external, leaders should continue to reiterate the organization’s commitment to its mission, appropriately explain what is at stake for the organization, and acknowledge the fear that is likely being felt by many.

• Focus on Communal Impact: The article encourages leaders to “talk about the larger community and world, and show you understand your organization’s place in it.” Included in your efforts to communicate to the community more broadly, intentionally engaging with those who benefit from the organization’s services is critical. When appropriate, “invite community members to share feedback on what they think they’re going to need,” which could inform “what your organization should be preparing for.”

• Prioritize Taking Care of Yourself and Staff: Lead by example, encouraging staff to take care of their physical and mental needs during times of uncertainty. One recommendation includes scheduling 30-minute meetings with no agenda. Research suggests that “about 80 percent of the topics people bring up are staff-related issues that don’t fit anywhere else,” which allows “leaders [to] zero in on solving a problem with a specific individual or group and then consider whether they should take an organization wide action.”

• Acknowledge What is Within Your Control: Regardless of the challenges being faced by the organization, leaders should focus on achievable wins. Though the community's needs may evolve, the article cautions against “hyper-accelerate into work you don’t have experience or tools to do well,” which could result in more harm than good. Instead, the author suggests slowing down to pause, reflect, and plan. 

Resources

• Needing strategy resources for staff and board members? Share the Harvard Business Review’s “6 Strategies for Leading Through Uncertainty” and discuss the resource at an upcoming meeting.

• In extreme situations, crisis communication may be required, but many organizations do not have a clearly defined crisis communication plan. Read “Communicating During a Crisis” from the Nonprofit Risk Management Center and utilize the media strategy checklist provided.

• Better understand the needs and concerns of the organization's staff by organizing a listening session. Consider Deel’s “Great Employee Listening Session Questions for Meaningful Insights” for recommendations to facilitate a productive conversation.

What You Want to Learn Matters

Email Director of Learning and Development Tess Mittelstadt at tmittelstadt@wynonprofit.org with your feedback on the What We Are Learning email and suggestions on future topics.

The Wyoming Nonprofit Network amplifies, cultivates, and advocates for Wyoming's nonprofits.

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