Learning leaders in the nonprofit space are no strangers to change. Whether it’s a loss (or gain!) of funding, technological advances that alter our ways of working or a new program to address a gap in services, there’s always something requiring us to adjust. And let’s be honest with ourselves: We can be slow to embrace change when we need it most.
Though sometimes frustrating, our overly cautious responses are as natural as change itself. Even modest adjustments can introduce instability, uncertainty and doubt. So how do we prepare managers to lead their teams through change, especially when change is happening, well, everywhere? By giving our managers, a chance to collaboratively work through changes — beyond just a PDF toolkit.
In an ideal world, this work begins early, before establishing any training program. Whether you’re a small nonprofit of 20 or have scaled up to 200 or 2000, your management team can benefit from a competency framework. By competency framework, I simply mean some centralized document outlining the technical and behavioral skills of managers across business units, as well as the organization’s philosophy about the role of the manager. If the competency framework isn’t documented, it’s likely implied in the job descriptions and concretized in the organization’s values. When I began my current role four years ago, I was given a wealth of information, but not this. Without a framework to understand the role of managers at the organization, I had no clue how to begin building out programming to support their needs. So, I did two things: I analyzed all the job descriptions on file for managers of people, and I asked our managers a simple question, “What kind of manager do you aspire to be?”
How your management team responds to this question will tell you two things. First, it will indicate whether they are aligned as a group in how they want to manage. Second, it will highlight whether there is a gap between the implied expectations in their job descriptions, how they aspire to manage and how they actually manage. From this one simple question, you can gather the information you need to determine a plan forward for reconciling gaps. More importantly, you’ll gain insight into their internal motivators — how they aspire to manage — which is essential for sustained engagement.
You might be wondering, “That’s all well and good if you’re trying to launch a manager development program. But our managers are struggling right now. We don’t have time to implement a whole training program.” That’s valid! This prep work is valuable whether you’re ideating a new program or providing a one-time training. Even beginning with just a conversation about how the management team wants to manage is an incredible group coaching opportunity. These initial conversations are also what led me to the three pillars that guide the way I design manager training in the face of change — whether there’s time for a single session or a full-scale program.
Pillar I: Peer Connection
Social learning is great for brand-new and seasoned managers alike. For new managers, it’s an opportunity to observe more styles and mindsets about leadership than those popularized on TikTok (nonprofit boss Nicole Daniels, anyone?) or on TV (sorry Ms. Cobel from “Severance”).
More established managers also get introduced to new ideas about how to manage a team, helping them become aware of lingering habits or mindsets that may no longer serve them or the organization.
Centering peer connection in the design often leads to organic peer mentoring, while also providing practitioners a space for group coaching. Moreover, peer learning can erode siloes that heighten the sense of disconnection and isolation that often accompany periods of uncertainty. This pillar is essential to how I design, because just like their direct reports, managers also feel worried, uncertainty and every other emotion that comes with change. Peer learning spaces ensure they get a chance to process those feelings, too, with people who understand the difficult responsibility of providing stability during unstable times.
Pillar II: Permission
When I transitioned from classroom teaching to learning and development (L&D), I did not expect the frequency with which I’d find myself giving people permission — managers most of all. My assumption had always been that managers just knew what to do, did it and then we all carried on with our shift. Maybe I was spoiled by the direct styles of managers in the hardware store, but more likely I was just naive.
All I know is that the more managers I train, the more I find that what they’re seeking is permission. Sometimes it’s permission to not know, or to be wrong in front of their teams. Sometimes it’s permission to be silly and do something fun. Other times still it’s permission to hold someone accountable. Mostly, it’s permission to let go of whatever story they’re telling themselves a manager should or should not do or be, so they can manage in alignment with the kind of manager they aspire to be. There are of course some things managers actually can’t do, and we instruct them on that as well. What permission boils down to, though, is normalization. Normalizing that there are hard, scary, frustrating and joyful things you’ll have to do as a manager, especially during periods of uncertainty, is just as important as normalizing the doing of the new thing itself.
Pillar III: Scripts
Sometimes the reason people don’t say or do something is because they don’t actually know what to do or say. And what usually happens when we don’t know what to do? Nothing. Unfortunately, managers do not typically have the luxury to not act. Their teams are relying on them, and inaction can erode trust, foster more worries and generally add to uncertainty. When change is afoot, be it due to internal or external factors, a script can also ensure your managers know how to hold someone accountable while extending grace during a difficult period. In the nonprofit sector, this is another common struggle. Our organization’s missions are often rooted in helping others. Because of that, managers may feel it’s insensitive to hold someone accountable for their work in the midst of uncertainty.
However, it is possible to care deeply and also deliver necessary feedback. Scripts provide a starting place for these kinds of moments. For me, scripts include everything from conversation starters to a deeper vocabulary for assessing performance to templates and more. As managers develop more confidence and skillfulness, they can and should modify these scripts to match their style. Even the most experienced managers may appreciate a jumping off point.
Concluding Thoughts
Too often, organizations start and end support at scripts, sending out an email that someone may or may not read with suggestions, but no follow up. Without follow up, we leave no room for practicing through connection with peers — and no space to ask questions and receive the permission that gets managers started on implementation. I, myself, have been guilty of this. Without a doubt, the programs and training for managers I’m most proud of incorporate all three of these pillars.
We ask managers to carry so much for our organizations. It’s reasonable that during periods of uncertainty and change, they need more from us. And needing more doesn’t always mean spending more. I host a free, monthly group for our managers, with all materials designed in-house and sessions facilitated by me. This approach is what works for my current organization. It may not work for yours. There is no perfect program that prepares anyone to deal with uncertainty. What the most meaningful initiatives accomplish is encouragement to convene as a community, grant permission to be imperfect and ultimately decide — together — what to do next.
