Flexibility and innovation are key to survival. While most of us are resistant to change and would rather live within the comfort of the known, keeping a door (or window)open to ambiguity is vital. It surely is the call of the current times, considering the ocean of changes that have impacted not just the US but the world, across a range of sectors – for-profit, not-for-profit, education, environment, research, trade, immigration, public health, housing…

An innovative vision provides an opportunity to react to change and grow. It avoids stagnancy. While this may seem difficult in the non-profit world, where budgets and staffing are often restrictive, it is not impossible. Case-in-point: theCOVID-19 pandemic. Granted, that several businesses and organizations succumbed to the pandemic, unable to deliver or remain stagnant, but many survived by pivoting their programming, reanalyzing their strengths, partnering with others, and by being thoughtfully reactive.

Thoughtfully Reactive

The lockdown forced businesses to be creative. Following the initial period of being shuttered, as businesses opened up, many started providing home delivery services. I was particularly amazed and inspired by how a crepe business in my neighborhood partnered with other smaller community businesses and used their mobile van to deliver not just crepes but fresh produce from local farms, ice cream from an ice cream store, and sweet treats baked by a local café. Crisis= innovation!

Zoom, of course, became a lifeline for not just schools and corporations, but many non-profits who adapted online program delivery. We soon realized that online programming increased flexibility for our audiences and also widened program reach! Many nonprofits upped their advocacy efforts and a significant number focused their energy on strategic planning. While both government and corporate funding became tight, nonprofits introduced new programming to create new revenue resources.

The time was challenging, and the situation was far from rosy. But as Billy Shore pointed out in a recent article, stakeholders can be “more intentional about creating the proximity and urgency that builds shared purpose.” Sharing stories of your constituents by inviting stakeholders to experience or witness them is a good start. Periodic brainstorming sessions with key personnel could lead to creative ideas to avoid stagnation and improve delivery. Conversations with other community organizations can be a great learning experience – you might learn for the first time about programming that you could refer your clients to.

Emergencies most often show up unannounced, but there are things we can do during the seemingly calm times to be prepared for them. How has your organization built on its strengths to be best prepared? Let us know!  

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