Leading and thriving in a non-profit organization can be both rewarding and challenging, especially during times of success and times of uncertainty. Whether it is navigating through times of abundance or grappling with a crisis or adversity, non-profit leaders must possess the skills and qualities necessary to guide their organizations and establish a sustainable impact effectively.

We have all been there. The finance report is dire and so the leader is directed to send out "the letter". This scarcity minded tactic results in a little bump in giving, but longer term leaves people wondering about the long-term health of the organization. Larger potential donors are left wondering if the organization can handle larger gifts. Donors who increased their giving recently feel like they are alone in doing so. There is a better way.

A recording from Anne's roundtable discussion on having a crisis plan. Planning for a crisis allows you to navigate the crisis in such a way that you keep the organization moving forward and thriving, even during a difficult time. Unfortunately, no matter how well lead, structured and intended, no organization is immune from experiencing a crisis. There is no crystal ball for anticipating what the crisis will be and when it will occur. But strong organizations prepare themselves to meet crisis with calm by adapting and living into policies, protocols and practices designed around positioning their organization to address and manage through even the worst of situations. Your mission and impact is too important not to be prepared for the unexpected! Let us help you write your own narrative as you navigate situations that threaten to disrupt, damage and if not handled well, even destroy your organization.

Having a code of ethics can help inform board members of expectations and give you the grounding to accountability. This is a great sample to get you started in shaping your own code of ethics for your organization. Have members sign this at the start of their term and review it on an annual or quarterly basis when you gather.

Every congregation has been impacted by the COVID shut downs. As the new normal returns, and the church begins to gather in person, discover steps to take to re-engage people and inspire them to get off the couch, change out of pajamas, and gather in person.

It would seem counter-intuitive to view a crisis as a blessing. Yet we hear of many examples where people take a tragedy and use it as a platform for good going forward. Organizations have the same opportunity when they have experienced a crisis. How do they make the future better because of this experience? How can they leverage what they learned for their good and for the over-all good of many? During this roundtable we will discuss not only how to manage through a crisis but also how to leverage it for better outcomes going forward.

When giving is down, even if it is part of an annual cycle like summer vacations, anxiety rises. The temptations is to write a letter announcing the deep crisis, and the need for an influx of cash NOW. Learn why this approach is ultimately self-defeating, and what to do instead.

Churches and non-profits have expertise in positively influencing individual lives along with the community at large and even beyond. They are mission, vision, and values driven and their basic existence is predicated on improving the human condition and doing the right thing.

But every organization will face a crisis at some point. A crisis can be a single event.