Empathy and Trust — The Foundation Principles of Managing Change in Nonprofits
A series on Managing Change for Nonprofits, part 1
According to a study by the Human Capital Institute, nearly 80 percent of Human Resource leaders “report that their organization is in a state of constant change with priorities and strategies continuously shifting.” A sustainable nonprofit organization separates itself from a struggling organization by managing that change, a process called change management. No matter how varied its mission, size, or budget, every nonprofit can benefit from a healthy change management mindset and implementation.
Change is difficult, but it can also be rewarding. Preparing for and embracing change enables nonprofit organizations to adapt and transform, becoming more resilient in the process. This article is the first in the series entitled Managing Change for Nonprofits. The series aims to guide nonprofit leaders during the change management process by identifying critical steps, enabling leaders to practice transparency and empathy, resulting in greater acceptance of the process’s goals at all organizational levels.
“Culture does not change because we desire to change it. Culture changes when the organization is transformed — culture reflects the realities of people working together everyday.”
What is Change Management?
“Navigating an organization through both negative and positive changes is an essential facet of leadership and is commonly referred to as change management,” writes Ellie Burke with classy.org. Organizational change can often be internal and include leadership transitions and staff turnover, creating new policies, moving to a different strategic plan, and program growth.
On the other hand, external pressures such as fundraising challenges, cultural and political shifts, or technological changes may also push an organization into a state of change. Regardless of the type of change your organization faces, your staff must be prepared to address complacency and backslides. As a leader, you should not underestimate an organization’s or individual’s natural resistance to change.
Tips for Success
In the nonprofit sector, it is not just your in-house staff you need to sway. It would help if you also had your board members, volunteers, and donors' trust and cooperate, noted Megan Donahue from the digital fundraising platform causevox.com. Does your organization have a change management process in place to manage and lead through change? A transparent strategy that is guided by strong leadership can substantially advance your organization’s mission.
By navigating change with intent and perspective, a leader can foster a positive organizational culture that trusts the process and embraces change. This leader can then tailor an approach to change that the stakeholders will want to adopt. Change management expert, John Kotter, proposed a three-phased strategy to change management in his book Leading Change that helps leaders show how inevitable transitions can advance an organization's mission. By following Kotter’s approach of preparing, managing, and reinforcing change, you can steer your organization to sustainability.
1. Check your emotions
Before asking your team to jump aboard the change express, evaluate your own emotions and ego. How does change make you feel? If change triggers feelings of anxiety or fear, challenge yourself to accept it as an opportunity.
“Systems are designed to resist change — until they are fully invested in a vision for something different.”
On the other hand, change opens new opportunities for improved processes, growth, and a more profound impact. Model this positive outlook and inspire your team to do the same. Set the example for yourself by checking in with your own emotions.
2. Prepare
The more informed you are with any change, the better suited you will be to lead and empathize with your team. Preparation means clearly outlining the benefits of implementing the change and creating a sense of urgency by highlighting any adverse consequences of inaction. Inspire your team to believe in you and want to take action for the greater good. If you articulate your clear vision, purpose, and strategy, your team will place their trust in you and follow your lead.
“By demonstrating empathy, your staff will be more likely to trust your guidance and be moved to take risks and expand upon their capabilities.”
Do your research before announcing a change management plan and practice empathy. Read nonprofit change management stories, like these from the Gates Foundation and CareSource. Explore finding support from an executive coach. With thorough preparation, you can enter the management state with confidence and grace.
3. Manage
Managing the change process is where your staff’s trust in you becomes of the utmost importance. For change to succeed, nonprofit leaders must have the confidence, assuredness, and empathy to execute their vision for the future. It is essential that you communicate, be transparent, and listen to your staff’s needs so that you can empower them to help lead the charge.
If you want your team to trust you, first show them what that means by trusting them. Share your vision and your plan with your team. Inspire your staff and board to lead and initiate the desired change, using your vision as a guide. Nurture and encourage leadership skills. Your staff may become discouraged by slow returns on their efforts. Combat this by celebrating their accomplishments and any short-term gains, but do not lose sight of the long-term goals. Acknowledge your staff’s efforts by directly linking gains to them. Let them know they are the drivers of change.
4. Reinforce
‘You’ve done it!’ You’ve embraced the change, implemented new processes to enact it, and catalyzed your organization’s involvement. Use this momentum. Do not fall back on old patterns and habits. Any new projects and undertakings should support the change that has been implemented. Prevent backsliding and lingering resistance through policy governance. Make sure the change is fully integrated into the new organizational culture. Establish the change as a long-term objective by setting annual goals to reinforce and summarize everything the change has accomplished. Associating the change with your organization at this level will make it easier to sustain in the long run.
Closing Thoughts
“Any efforts to bring a new vision to fruition will not be sustainable unless your people can connect clearly and deeply with the reasons they’re doing it.”
One of the foundational principles of the coaching profession is “The only constant is change.” Change is a certainty. Pain and negative associations related to change are not. Successful change management depends on your ability to lead the process with empathy and trust. When you prepare, manage, and reinforce change, the inevitable shift becomes possible to navigate in a positive way that results in growth. Follow our series as we dive deeper into common types of nonprofit change and provide resources to smoothly guide your organization’s future direction.
Edmund Settle is an Executive Coach and can be reached at edmundsettle.com. Leveraging over 20 years of international human rights and development experience, he works with nonprofit and community leaders to maximize their organizations’ impact.