Moving to the Next Stage of New Normal for Nonprofits

David Coffaro

There is uncertainty about exactly what follows the Covid-19 crisis phase in our daily lives, our business and the economy. Discomfort often accompanies uncertainty and may draw our thoughts to the days when everything seemed so normal.

Ironically, what we perceived as normal in the past was simply a point on a continuum of change to which we became accustomed; with the Covid-19 pandemic, the rate of change accelerated dramatically. The question for leaders today is – what comes next?

The next stage of new normal awaits being written. The economy is an aggregation of individual and organizational actions aligned with some set of objectives. Following systemic shocks, some organizations wait until after the dust settles to interpret and take actions toward a new normal. An alternate approach is to begin defining a new normal for your nonprofit organization now. Here are five ideas on how to begin defining your organization’s next stage of new normal today:

  • Recast a Rolling Quarterly Strategic Plan – Operating plans established at the beginning of fiscal 2020 have been rendered irrelevant. Economic recovery will range from gradual in some sectors to accelerated in others, and this translates to nonprofits as well. Take a strategic approach to recasting plans by revisiting the organization’s vision, then deconstructing objectives into a new set of priorities and actions starting from today’s adjusted baseline. Initially set sights on results through year-end 2021, distilled into six quarterly milestones, adjusting subsequent quarterly expectations as the economy moves toward a new normal.
  • Intentional Discontinuation – Many organizations have reduced activities to business-critical operations only. Before assuming reactivation of all previous normal activities, take inventory of what resource investments no longer serve the organization’s mission. This means identifying activities, processes or services that can be permanently eliminated. By exploring questions about which activities have outlived their usefulness, nonprofit leaders can free-up capacity to apply more impactfully in the next new normal. 
  • New Services or Offerings – What new needs has your organization observed with those you serve during the crisis phase that may be of benefit in a new normal? Throughout history, new ideas and offerings have emerged from extraordinary environments. During World War I, to help soldiers avoid being distracted by their pocket watches, manufacturers began attaching straps to the watch faces they produced. The idea wasn’t new, but demand for wearable timepieces grew significantly following the war allowing forward-thinking manufactures a meaningful long-term growth opportunity. What needs have surfaced that may warrant the attention of your organization?   
  • Adaptive Disruption to Capture Transformational Opportunities – The COVID-19 event proves there are many sources of disruption impacting nonprofit organizations. Leaders can use this unfortunate disruptor to examine their business models and reimagine their operating paradigms. 
  • Development Opportunities – Leaders learned about efficacy of business continuations plans through the Covid-19 crisis phase. They also observed strengths and developmental needs of teams and their members as the nature of engagement and operations adapted quickly during crisis. How can you use these observations and learnings to build a long-term development plan for your organization?    

The next new normal is being defined today. This is the time to develop your plan on how your organization will navigate its’ next chapter.

NOTE: This article is based on Moving to the Next Stage of New Normal by Dave Coffaro, published in SmartBrief on Leadership, April 20, 2020.

Dave Coffaro is a strategic advisor, executive coach and author. His areas of expertise include leading organizations in the process of strategy development and execution, change leadership, organization transformation and innovation. Coffaro is principal of the Strategic Advisory Consulting Group, a management consultancy, and co-founder of Atticus, a fintech firm providing individuals and professional advisors with easy to use, do-it-yourself tools for fiduciary-based activities. His new book is “Leading from Where You Are” (January 2020). For more information, visit Coffaro’s website. 

Author: David Coffaro, Executive Coaches of Orange County, www.ECofOC.org