Nonprofits are now faced with crisis and rage giving and need to strategically respond to this trend.
For a nonprofit approaching a crisis, it is important to assess your situation and have a disaster planning conversation.
As a nonprofit leader your need to stress test of your current strategic plan.
Your nonprofit strategy needs to be grounded in knowing your core competencies because they are essential to the DNA of your organization.
Moving towards an uncertain horizon has begun and nonprofit leaders need to have the courage to aggressively lead their organizations forward.
As we move forward as a sector, nonprofit organizations need to embrace honesty, leadership, and relationships more deeply than ever. The community is counting on us.
I believe that our country is resilient and strong as we build upon our common experience. We are strong when we seek to intentionally connect not only with those like us but those different than us. We succeed as we create a strong social fabric and weaving that fabric is the unique role of nonprofit and philanthropic organizations. In the days to come, may we strengthen our resolve to live up to our obligation.?
But ultimately, if nonprofit leaders and their board of directors fail to embrace their role in thinking and acting strategically, the organizations they represent will continue to be fixated on managing rather than solving community needs.
Those nonprofits that invest in evaluation are those who typically are closer to the leading edge than those who do not. So step back and ask yourself not “are you effective in achieving your mission” but “can you demonstrate it?”
It is time for nonprofit leaders (and their boards) to be intentional about developing and implementing a public policy agenda alongside program and service delivery. It requires investment, commitment, systems thinking, and action. Nonprofit organizations in a leadership role recognize this and invest accordingly.