Navigate Change Management: Set Your Nonprofit Up For Success

“Change is inevitable, growth is an option.” – John C. Maxwell

It’s no secret that as a global society we’ve had a few changes thrown at us in the last few years. Even aside from a global pandemic, an ever changing landscape of technology and politics have caused all of us to have to navigate change.

Let’s get one thing straight – change is the only constant we can count on. Throughout countless different phases and stages of life as a human being, we know that things will always be changing. Relationships evolve, professional development occurs, where we live, what we do, who we see, what we enjoy, how we act… it all changes. Some of us are more comfortable with change that others. And even if you are comfortable with change, it can still be overwhelming; especially when multiple changes happen at once.

That said, while change may be hard, it does not have to be bad. In many cases, changes help you get closer to the life and organization you want for yourself. As Socrates says, “The secret of change is to focus all of your energy not on fighting the old, but on building the new.”

So, how can we strategically navigate change? It is one thing to adopt certain principles for how you will navigate change personally, but things get even more complicated and interesting when you are navigating change management as a unit, group, family, or organization.

Navigating Organizational Change: Strategies and Implications

Organizational change is what we will focus on today. How can you help make sure changes are communicated up front and expectations are set for the group so that people feel like they know what is coming and can prepare for it? I’m glad you asked! Let’s dive in.

All About Change

Changes may be made for several reasons. Changes are either proactive or reactive.

Proactive changes are made because an organization wants to do so. Perhaps you see the writing on the wall for a certain way things may play out and determine you should make a change before things get the a more difficult point. Or, perhaps you are aware of a new/different process or product that you believe will move your organization forward, even if the way things are isn’t horrible. This is a proactive change.

If you company is experiencing a constant or newly presented problem, a change will need to be made. If your organization has a pain point that needs addressing, the change is reactive.

Let’s identify the most common changes organizations experience.

• Strategic Change – this involves changes to the policies and processes.
• People Change- this involves succession, leadership transitions, promotions, new hires, etc.
• Structural change – this include teams, departments, and job structure.
• Technological change – new software and systems.
• Unplanned change – responding to the unexpected.
• Remedial Change – when a problem is identified and a solution is implemented.

Change Management 101

Despite whether your change is proactive, reactive, or any of the above six categories, the change management process is relatively the same. It is important to get your team on the same page, create a strategy for execution, and monitor/measure the progress, outcomes, and result of the change.

According to the ADJAR Model, there are three phases to change.

Phase 1: Prepare your Approach

In this phase, you will define what success, impact, and approach to the change looks like.

Phase 2: Manage Change

In this phase, you will plan, act, track, and adapt.

Phase 3: Sustain Outcomes

In this phase, you will review performance, metrics, and outcomes.

Let’s break this down further into simple and applicable steps:

• Determine The Why Behind The What

Consider the problem or opportunity at hand. Why is this change necessary and why should it happen now? Understanding why a change should occur is the first step in success because it will help you identify the intention, goals, and outcomes for the change at hand.

• Pick Your Team – Who is involved and who does this change effect?

Which leads me to the next step; pick your team. If you have identified that a change must take place in your organization, chances are you won’t be implementing that change on your own. Choose your “change team” wisely.

• Set Intentions – Strategize and Motivate

As an organization, each decision or change made should be aligned with your strategic goals and initiatives.

This is the part where, as a team, you determine which project or product (i.e. a new CRM software system, a new timeclock system, a new accounting partner, a new venue for an event) you are going to pursue to help you respond to the need for change and reach a desired outcome.

• Communicate, Communicate, Communicate

By now you have identified why a change needs to happen, assembled a team to implement that change, and determined what steps to take, you need to make sure everyone is on the same page. When examining how to manage and communicate change, it is extremely important to identify the WHY behind the WHAT. Your team will want to know why a certain change is being implemented.

Create A Timeline

What steps need to be taken to accomplish the change you are seeking to implement? Sometimes changes are simple, like moving the coffee station in the office. Sometimes they are huge, like switching CRM systems or restructuring your organizational chart.

Training

Aside from communicating the goals, timeline, and vision for the change at hand, it is also extremely important to make sure your team has the skills to implement the change. Don’t set your team up for failure by not giving them the resources they need to be successful.

Measure Your Progress

Clarify what success looks like and try to apply a metric to it. Be patient. Change doesn’t happen overnight and if certain routines and processes are being disrupted, it may take your organization a minute to find it’s footing by deconstructing old habits and creating new ones.

Practice Adaptability

Try and anticipate certain snags in the change process. If the unexpected arises, and it usually does, remain flexible and fluent in how you respond.

Two types of adaptability that can be applied in the workplace are cognitive adaptability and emotional adaptability.

Don’t Implement Too Many Changes at Once

Sometimes when a system feels broken, it can be tempting to try and change everything about it. Don’t try to implement too many changes at once. This is known as change saturation and it is an extremely common issue in organizations.

The Hand Off

If the change has been successful, it’s time to delegate who will oversee sustaining that change. Will the team that was involved in identifying and implementing the change be the same team that carries out its result?

Get Feedback on Change Management

To conclude, setting goals and constant communication is key to success in most things; i.e. relationships, sales, marketing, and service. Change is no exception. Make one of the metrics of success dependent on your team’s feedback.

“You build on failure. You use it as a stepping stone. Close the door on the past. You do not try to forget the mistakes, but you don’t dwell on it. You do not let it have any of your energy, or any of your time, or any of your space.” – Johnny Cash

Change management and learning from mistakes is an important and crucial part of life and is the cornerstone of growth. Remember, nothing is permanent, and even if the change implemented proves to be unsuccessful, you can always make a change.