Building Organizational Resilience — Part 1: Leadership & Strategy

 
The wonderful team of directors and department heads of P4H Global. (left to right: Laurent , Wisnaud, Marianne, Firins, Bertrhude, Sheda, Emiles, Lovenie, Priscilla, Franceska, Tavien, Génard). Photo credit: Jonathan Connolly

The wonderful team of directors and department heads of P4H Global. (left to right: Laurent , Wisnaud, Marianne, Firins, Bertrhude, Sheda, Emiles, Lovenie, Priscilla, Franceska, Tavien, Génard). Photo credit: Jonathan Connolly

 
 

What is Resilience?

The impacts of the COVID-19 pandemic have been substantial for many nonprofit organizations, especially those operating internationally. Unexpected changes to programming, financial concerns, and health risks have required organizations to quickly adapt in order to continue operations. COVID-19 has highlighted the importance of building resilience within nonprofit organizations.

Merriam-Webster defines resilience as “an ability to recover from or adjust easily to misfortune or change.” Nonprofit organizations that struggle to adjust during times of change will face increasing difficulty in achieving their missions. So, how can nonprofit organizations increase their resilience?

The International Consortium for Organizational Resilience created a model that organizations can implement in order to enhance their resilience. The model consists of three dimensions: Leadership & Strategy, Culture & Behavior, and Preparedness & Risk Management. By using this model as a framework, organizations can cultivate competencies to help them adapt to and overcome challenges.

 
Organizational Resilience System.png
 

Leadership & Strategy

Resilience within organizations increases when individuals in authority positions demonstrate strong leadership and intentional strategy. To that end, instilling a shared vision within the organization is an important component. This reminds employees of their purpose and links actions to core values. Leaders that understand the full context (history, mission, structure, culture, etc.) of the organization gain the trust and respect of employees, which is essential as they guide the organization through challenging events. 

With the necessity to innovate P4H programs because of the pandemic, the staff team generated new ideas to continue training people to transform nations. From using Haitian national radio stations and social media for teacher training to creating an online Master Class for nonprofits, university students, and churches, the mode of operation was (and continues to be) agile problem-solving. Like the people of Haiti, P4H is rooted in conviction; capable of surviving and overcoming any circumstance. All the while, co-founders Dr. Albert and Dr. Zelaya tactfully met the emotional and psychological needs of each staff member through increased individual and group meetings. P4H leadership assessed the various needs of the Haiti and US staff and grounded their approach in values-driven, human-centered responses to this crisis.

Take a moment to reflect on your own experience:

  • How has your organization demonstrated leadership amidst challenging times? Think of specific examples. 

  • Who has emerged as a source of steadiness and direction? 

  • What are you doing to encourage leadership at every level of your organization?

  • What have you done to stay focused on your mission and vision? 

  • What steps can your organization take to create a strategy for adapting to unexpected events?

  • How have priorities shifted due to the new normal? What has been difficult about shifting? What has been beneficial about shifting?

 

Sydney Honeycutt is a P4H intern who is pursuing her master’s in family, youth, and community sciences at the University of Florida

 
Sydney Honeycutt