Leading in Uncertain Times
As we settle into the second Trump administration, 2025 is off to an unsettling start for many. Between executive orders, funding pauses, mass firings, and the legal reactions to it all, it is hard to keep up with the news and how it impacts our organizations, our teams, ourselves, and our loved ones.
Uncertain times often require leaders and managers to stretch in new ways as they seek to be present and informed for their staff, boards, and funders while also managing the complexities of an ever-changing landscape. As a leader who has been there myself and coached many executives through similar situations, I want to provide tangible tips to those who are feeling the need to lead differently at this moment.
Tell your board what you need.
Crises present opportunities for boards to show what they can do…but they are not mindreaders, and they don’t know the work the way you do. Clearly tell them what you need and ask your board leadership (chair, vice-chair, etc.) to both inspire them to action and hold them accountable. One idea to consider, if you don’t already have it, is forming an Executive Committee of the board that you meet with more regularly. With key decision-making rights and a clear channel of communication to the rest of the board, they can enable organizations to be more nimble and responsive when needed, which is often critical in times like these.
Plan for multiple scenarios.
Understandably, funding concerns are top of mind right now. Federal resources are being frozen or pulled, and many states and philanthropies haven’t figured out their responses yet. Either way, it feels like preparing for reductions in funding and/or the management of different funding sources will be key for most organizations. Making these decisions is hard - there is no way around that. But that isn’t a reason to avoid planning for multiple scenarios. In fact, avoiding it can make it that much harder should the time come. I recommend working with your leadership to plan at least three revenue/expense scenarios (i.e. best, middle, worst) so you know what moves you can make as the future becomes clearer.
Shift roles as needed.
I learned the importance of role shifts in the AmeriCorps funding crisis of 2003. Back then, I was running national new site development for Jumpstart, and AmeriCorps funds made up about a third of our budget. When funding was initially slashed at the federal and state levels, we had to shift our focus to maintaining the support and sites we already had over growing new ones, which meant my role shifted overnight. Work with your leadership team to assess where there may be capacity that can be reallocated to new priorities for the time being. Some key roles that may not be staffed up but often need to be in uncertain times include:
Press/Media - If your organization is likely to be in the spotlight, make sure you have clear protocols for how to handle incoming press/media requests, including clarifying who can speak on behalf of your organization externally and preparing them accordingly.
Finance & Revenue - you may want tighter management here, more detailed scenario planning, and/or more regular updates, which will require more from your finance and development teams. Consider what projects you can deprioritize and/or what capacity you can add to these teams to ensure you have the information you need when you need it.
Internal Communications - I find it important to get an internal teammate on this. As an organizational leader, you will often be the first to know significant updates, and you will be charged with figuring out what they mean for your team. As you work through this, it is easy to lose sight of where your team’s understanding of the situation is and how to best meet them where they are at. An internal teammate who has their fingers on the pulse of your people can help ensure you authentically communicate key information in a way that team members can understand and respond to it.
Find an outlet
We already know that leading organizations or teams is lonely, which can feel even more real in uncertain times. You deserve an outlet for yourself - a trusted space in which you can process, vent, plan, celebrate, etc. This can be in the form of an ad-hoc group of peers, an official partnership or coalition, an executive coach, a mentor - whatever works best for you. Set up a regular time to connect and honor it!
We are all working hard to figure out a new way forward, and it will take a while for the dust to settle. Spend a little time now getting yourself set up to manage uncertainty, and you will feel more in control of your future. Reach out if I can be of service in any way.
