We are all operating in a changed environment. To some degree, the nature of the change is not important, the key is how the change is handled. Many charities we work with have identified the issues they face and have a plan in place to address these, but few know how to successfully implement that change. Even a small change can unsettle people in an organisation, so getting it right the first time is critical. There is never a quick or easy way to make change but to help you with the planning stage, we have provided some key tips to help smooth the way.
1. Recognise when change is happening and engage with the management team
Change can unnerve people. It is incredibly easy to sit as a board of trustees and ‘know’ what your charity needs to do next, but have you engaged fully with your management team? Whilst it is appropriate for trustees to ultimately set the strategic vision, ensuring your management team have early involvement and input into the process will reduce the risk of resistance to change. So, when you identify that there is a change needed for strategic reasons, make sure management are involved before a final decision is made.
2. Have a clear plan and vision
Before sharing your idea, it is important you have a clear plan and vision in place that all the Board buys into. Think about the questions that may be asked and have clear responses to them. Spend some time rehearsing the presentation, with objections from an objector! If there are ambiguities, they will quickly become apparent in the questioning.
3. Communication is key
“I knew exactly what was needed and what my role was in executing this plan” is the response you need everyone in the charity to say after the change has happened. The only way to stop misinformation being disseminated is to make sure that every single person in your charity is in the know. Time and effort should be given to communicating with your team, ideally in the shape of a face-to-face meeting. Make sure that a date is set for an all-team meeting well in advance to ensure that as close to 100% attendance as possible can be achieved, with specific details set out about how those unable to attend will be updated.
4. Respond to feedback and concerns
Once the plan has been communicated with everyone across the organisation, consider holding one-to-one meetings with key team members. At these meetings, allow people an opportunity to provide feedback and be empathetic in your response. However, one of the key aspects to these meetings will be to set expectations. This may involve holding some difficult conversations. Whilst these can be uncomfortable, it is better to have conversations and deal with the problem early on, rather than see the problem escalate in the future.
5. Bring in advisers to deal with tricky situations
Unfortunately in change, sometimes a role may become redundant. If redundancies are likely, the best course of action is to involve an HR specialist as soon as possible. This will help ensure you do not fall foul of rules in an area which can be a minefield.
6. Review and reflect
Our final tip would be to make it clear that, post change, there will be time for review and reflection. Having regular sense checks that the direction of travel is still correct are vital to ensure the plan is not deviated from. If a part of the plan hasn’t worked as hoped, don’t be afraid to revise that part of the change. Above all though, be brave, and where change is needed, turn and face it head on.
Whether you are facing big a change or a small one, change is never easy. However, thorough planning is key to drive forward a successful transformation where staff and supporters are on board.
Want to know more?
Download our 2022 Charity and NFP Outlook and turn to page 3 to read the article in full, plus much more. From our update on the latest regulatory issues you should be aware of and our top tips about how to successfully manage change, to what rising inflation and the cost of living crisis means for charities specifically, our Outlook looks at what you can do to sure your charity is prepared for the future.
