Resiliency is an important characteristic for any successful organization. It allows businesses of all types to adapt to change, with minimal disruption to their work. In times of crisis like those we face today, resiliency is no longer optional. It’s a must-have.
As a certified change management professional at Heller Consulting, I often think about resiliency from the perspective of CRM software implementation projects for our nonprofit clients: how to prepare the organization to launch and adopt a new technology system as smoothly as possible. This might sound like an “IT thing,” but principles from change management can be applied to build more resilient attitudes and behaviors that help organizations handle change of all kinds — from new strategies, systems, and processes to continuing work during a worldwide crisis.
Even as we face one of the most challenging times in recent history, nonprofits can practice resiliency to keep programs, fundraising, and projects moving forward. And, resiliency is not just for an organization’s leaders. Every person in the organization has a role to play.
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Here are four ways everyone in your nonprofit can work toward a more resilient organization:
Being courageous at work doesn’t necessarily mean that you must be a hero, charging the way forward. It means being open to stepping outside of how you normally work and possibly feeling vulnerable, especially in the face of changing circumstances. This can translate to things like:
Having empathy allows you to think outside of your own experience. This is particularly helpful in times of change, when each person in an organization might be experiencing something new and challenging. Some ways to practice empathy include:
Uncertainty rarely feels comfortable. However, embracing it can give you permission to try new things you might not have tried before, which can open new ways to move forward. A few important things to keep in mind about embracing uncertainty include:
We all hear about the idea of “fight or flight” survival instincts in response to danger. This type of thinking suggests that it can be difficult to think and act rationally during times of crisis. However, the following practices can help your organization turn back to rational, versus emotional, thought and response:
Being resilient takes practice and, in a time of crisis, is not easy. However, applying some of the principles of change management from this article will help you build an organization that can adapt to change and keep moving forward no matter what challenges come your way.