Building Organizational Resilience in Times of Uncertainty
Authors: Nikki Zarkh, Monique Mehta
Over the past couple of years, we’ve heard from clients a perhaps unlikely insight—a kind of wistful nostalgia for how quickly and decisively their organizations were able to move during the early months of the COVID-19 pandemic.
At that time, there were policy and funding opportunities in place to reduce the impact of COVID and, whether you worked in the social sector or a large corporation, we were all in it together, meeting the moment of crisis. Though this moment is different, especially for the social sector being specifically targeted and facing aggressive funding cuts and policy changes, there are things we can learn from how we adapted to COVID.
In times of uncertainty, nonprofit organizations face enormous pressure, from tightening budgets to shifting political landscapes to evolving community needs. For many, these pressures are not hypothetical; they are already forcing difficult decisions and accelerating change, often under circumstances outside of their control. But as we saw during the early months of the COVID-19 pandemic, a crisis can also create clarity about how to best balance organizational priorities and efficient decision-making. We are in a period that demands sharp focus, readiness, and adaptability. And while the change may not be of your choosing and the political or funding landscape far less supportive, how you respond to this moment can shape your organization’s future.
An effective response to emerging crises doesn’t happen by accident. It takes preparation. Whether your organization is already experiencing strain or simply wants to be ready, now is the time to:
Understand your risks and prioritize accordingly
Take steps to preserve flexibility and resilience when a crisis arises
Prepare to act quickly and confidently when conditions shift
In doing so, you’re not just protecting your organization in the short term. You’re laying the groundwork for long-term resilience and, potentially, transformation. Here are some of the things we have learned and worked on with clients to prepare for times of change.
Understand and Prioritize the Risks: Ground Your Strategy in a Clear-eyed Assessment
It’s easy to delay reflection until a crisis is already at your door. But the sooner you take stock of your internal and external landscape, the better positioned you'll be to act with purpose when challenges arise.
You don’t need a complex process to get started. A simple risk assessment with your leadership team—even over the course of a 90-minute meeting—can go a long way. Tools like a SWOT analysis (Strengths, Weaknesses, Opportunities, Threats) can help you structure the conversation. The goal is to understand:
Where your organization is most vulnerable
Where there may be untapped opportunity
What external trends or threats are most likely to affect your work
How prepared you are to absorb a disruption
Which risks do you need to prioritize addressing, because of factors such as potential impact or likelihood
Done well, this kind of reflection helps anchor your team in reality and align leadership around shared priorities. It can also set the stage for scenario planning, board engagement, and strategic communication with staff.
Preserving Optionality: Take Smart Action Now to Increase Risk Resilience
Being proactive today can protect your organization from tomorrow’s shocks and even create new pathways to sustainability. Acting before a crisis allows you to explore innovation, invest in flexibility, and build internal conditions that support nimbleness. This isn’t just about cutting costs or contingency planning—use this moment to intentionally shape your organization’s future.
Here are six steps organizations can take now to reduce risk and create more options down the line:
Build financial flexibility. Create breathing room wherever possible, through slowing hiring, securing lines of credit, reforecasting revenue to model potential shortfalls, or talking to existing funders about the possibility of bridge or emergency support. Having cash reserves or access to capital gives you more agency if cuts become necessary.
Staff strategically. Consider using contractors or short-term roles to add capacity without long-term commitments. This allows you to remain responsive to needs while preserving flexibility in uncertain times. Work with the staff to determine what work needs to get done and the capacity needed to do it.
Re-evaluate your program portfolio. Identify which initiatives are mission-critical, and which could be paused or reshaped in a crisis. This exercise not only prepares you for tough decisions, it can also sharpen your strategic focus. Taking time to reprioritize also frees the team to focus on mitigating the biggest risks in times of crisis.
Create a culture of creativity. Encourage your team to rethink traditional approaches and explore new ways to deliver impact. New approaches developed and tried now, whether in fundraising, service delivery, or partnership, can strengthen your organization in the long run.
Involve staff in scenario thinking. Many teams have insights that leadership doesn’t see about operational inefficiencies, community needs, or new approaches. Focusing on the highest priority risks identified, invite staff into the conversation for stronger, more actionable plans.
Make sure your board and leadership team are crisis ready. Ensure they understand your financial picture and strategic priorities. Confirm they have Directors & Officers insurance in place and consider light-touch training to help them effectively step in if a crisis unfolds. Establish nimble decision-making protocols, including clarity about which decisions can be made quickly and by who, versus those that require a larger team or board-level involvement.
Mobilizing into Action: Acting Quickly and Decisively when Crisis Arrives
When a crisis hits, the pace of decision-making matters. Many nonprofits are used to consensus-driven processes, but in times of urgency, this can become a liability. The challenge is preserving your values around collaboration and transparency while building the structure and clarity needed to act fast. This means doing the hard work upfront, before a crisis strikes.
Four ways to move nimbly:
Activate nimble decision-making protocols. When a crisis hits, shift immediately to a smaller, empowered decision-making group with clear authority to act fast. Establish frequent (often daily or weekly) coordination meetings to monitor evolving conditions and adjust plans quickly. Ensure everyone involved understands their role and what decisions need to move without broader approval, as speed and clarity are critical.
Focus resources on top priorities. Shift staff and financial resources toward the essential activities identified in your risk planning. Work with your board and leadership team to pause or scale back non-critical efforts so you can concentrate fully on what will keep your mission moving through the crisis.
Communicate clearly and consistently. Share what your organization’s priorities are now, what changes staff can expect, and how they can help. Use steady, consistent messaging to reinforce focus and reduce confusion; People need clarity more than ever in a crisis.
Be ready to support your people. Crises take a toll on morale and mental health. Offer practical support, like team check-ins, small wellness gestures, or coaching, so staff feel valued and connected, even when resources are tight.
Preparing for a crisis is never comfortable, but it’s far better than scrambling to respond without a plan. The steps taken today, however small, can protect your organization in the near term and set the stage for longer-term growth, clarity, and resilience. Here are some key questions to guide your thinking:
Where can we reduce spending without compromising our mission?
What support or resources do we need to build financial scenarios to prepare for potential revenue disruptions?
How can we engage staff in identifying creative solutions to maintain (or temporarily reduce) capacity in the short term?
Which programs are mission-critical vs initiatives that could be paused or delayed without causing long-term harm?
How can we create space for staff to share and pilot innovative solutions?
What additional support or information does the board need to manage its fiscal and legal responsibilities?
This work isn’t easy, but it’s ultimately about safeguarding your mission and the people who depend on it.
