Kim Vaccari

Nonprofits suffered this year. Starting in March when COVID-19 hit, it has been a nonstop game of survival, learning, pivoting and reinvention.

Scenario planning should not only be looked at from a financial perspective. If you are not looking at a broad range of different potential scenarios that can impact your organization, particularly in these uncertain times, then you are not getting an accurate picture on how to base your financial planning. 

I am disheartened by the recent reports that point to the likelihood of a great many nonprofits shutting their doors. Not only does the proliferation of these articles spook funders, it impacts morale, strategic thinking and the active engagement of boards.

The Dwelling Place of New York is not a fancy place. It is located in the last building on a street in Manhattan. One step west and you are in the mouth of the Lincoln Tunnel. Its surrounding neighborhood is gritty and desolate, and its streets are filled with people in need.

Most nonprofits are now in survival mode. Those on the frontlines are doing amazing work and are providing vital services, which are needed to fight this battle. If your nonprofit is not on the frontlines, the survival of your mission still matters. Use this time to think strategically.

If you have not been in the habit of communicating corporate-wide, start. But strong communication should not only happen during times of crisis. Communicating with your employees should happen daily — they are looking to you for information.

My leadership strategy for managing through a crisis is straightforward — manage the same way you would every day. Manage your teams in a way that keeps them motivated, strategically aligned, retained, loyal and dedicated. When a real crisis occurs, you know that team will jump.