Navigating Common Challenges: Staff changes in Governance

I served as the staff lead for a governing body for more than a decade. When the organization restructured, my role was assigned to a new person in a different department. It felt like years of building trust, improving programs and processes were dissolved in a matter of minutes. It was not easy to accept. But I had a choice on how to react. I could turn my head and walk away - which would not be an unreasonable thing to do given the circumstances - or I could help with the transition. I decided to take the high road. It didn't do anyone any good to leave all that knowledge in my head. It certainly wasn't fair to the volunteers who sought to make an impact and it wasn't fair to the new team who only wanted to do their jobs well. I swallowed my pride (and some other emotions I won't say here) and focused on supporting the transition. It turned out to be a positive experience that helped me to realize my contribution to the organization over-time. I enjoyed training the new team and was able to leave the group in a good place.

Here are 7 steps to help you navigate an internal change for your board/council / committee

1) Plan for some bumps. Acknowledge that it's hard. Try not to sugarcoat things. Even well-intentioned changes are tough.

2) Create a written plan that includes a timetable and key stakeholders. Meet 2 times each week for at least 30 minutes with key staff members involved in the transition. This may seem like overkill. It's not. It will naturally slow down. You can meet with team members with different roles separately as needed.

3) Talk to the volunteer chair/vice chair before sharing news with the rest of the governance group. Get on a video call together. Do this first before word gets out. Work with the leadership to share a written message to the rest of the governance group. This should come from a high level leader in the organization. It should be clear and include a timeline (if known) and next steps on how the group will be impacted. Include an email or phone number to ask questions.

4) Make a list of key stakeholders that you need to contact. This may include external sponsors or other partners that you interact with semi-regularly in addition to internal clients.

5) Create a technology plan. Make a list of the programs that staff uses on a regular basis - including the unofficial ones like group texting programs. Be as specific as possible. Depending on how your organization is set-up, you may have a shared digital space or another solution where you can easily work collaboratively. Prioritize sharing timely items, but don't forget about historic policies and procedures. Things like talking points or chair remarks can be valuable so your new team isn't starting from scratch. Hopefully, your organization will already have a secure system for accessing contact information, rosters, minutes and bylaws, etc.

6) Get to the good stuff. Share your personal success stories and strategies for navigating challenges. We all have them. Meet in person if you can.

7) Let it go. Recognize that people do things differently. A different leader will and should take their own approach. Set things up and then step back. Let them lead in their own way. I suggest setting a date when the new team members will fully take on without support.

This list may seem straightforward, but when facing new and potentially unexpected changes, it's often easy to miss things you'll later regret overlooking.

Tera Lavick Consulting offers a valuable array of experience, knowledge, and support. With a focus on adaptability, creative problem solving, and a genuine passion for helping others succeed, this small firm can make a difference quickly. Contact teralavickconsulting@gmail.com to learn what they can do to help you.