Managing Constant Change with Grace and Care as a Family Philanthropy Staff Leader

While change is inevitable in most pursuits, managing it well in the practice of family philanthropy can be particularly complicated as so much of philanthropy is deeply personal. National Forum speakers Rebecca Cisek, Tina Kimbrough, Sylia Obagi, and Kyle Peterson shared their tips for managing a wide-variety of change. Here, Cara Binder-Kopchick synthesizes their recommendations, offering ways that philanthropic staff leaders can support their teams while focusing on their missions and taking care of themselves. 

Leaders in family philanthropy need to manage nearly constant change. This can be exciting and invigorating as well as destabilizing and exhausting. These changes can be predictable like a long-anticipated board chair transition or a thoughtfully planned strategic refresh, or they can be unpredictable like shepherding the organization through a family emergency; an unexpected local, state, or federal election result; financial downturn; or natural disaster.

In family philanthropy, even predictable and strategic change can be more complex than in other organizations, as so much of this work is deeply personal. Leadership transitions are often spurred during a time of sickness or death of a family member; strategic shifts might bring about conversations of deeply held family values.

As Kyle Peterson, co-founder and managing director of Boldly Go Philanthropy, said, “No one really told me that the job of the executive director and of senior staff is to navigate and manage constant change. Everyone has been hit with this. We aren’t going to solve the fact that we will all need to manage change, but we can share some tools and ideas about how to lead these shifts.” Peterson engaged in a conversation with three other leaders in family philanthropy at the recent National Forum on Family Philanthropy to reflect together on what they learned in hopes of helping others who are navigating change.

1. Create a Nimble and Connected Environment and Team

The best thing a leader can do for an organization is to create an environment and team that can weather (and thrive through) consistent change. As Tina Kimbrough, executive director of the Nord Family Foundation, mentioned, “I would not be able to be successful without the coalition of people behind me.” While there are many ways to create a thriving team in a strong environment, four ideas were highlighted:

• Build trust, connectedness, and transparency among the team and board, including leaders building their own trust in staff and consultants
• Consider building a strategic approach that names the ability and desire to be nimble and responsive, which can be expressed in a range of ways (e.g., having a budget for responsive grantmaking, building in a staff capacity buffer, or creating a more values-based versus indicator tracking strategy)
• Plan for succession, acknowledging that for some family members or staff leaders this could be up to an 18-month process
• Clarify donor intent in terms of long-term goals and mission to ensure the family is not left guessing about how to move forward after a loss or shift

2. Balance Eager Optimism with Patience and Grace

Many leaders are naturally optimistic and take on change with drive and excitement, but it’s important to understand that not everyone will match that pace or enthusiasm right away. Rebecca Cisek, vice president of organizational learning and effectiveness at Bainum Family Foundation mentioned, “I am the eternal optimist, and I often enter change excited about it. I am learning to be more patient, understanding that others may need more time to process and analyze. We need to be optimistic, but we also need to be empathetic leaders who offer grace and space.” This balance will ensure that you are building momentum on the team while allowing for different approaches, particularly when staff might not have been aware of the shift coming for as long as you and/or do not have as many details. Oftentimes, leaders have much more process time than their teams when big changes occur, so it is critical to create the space within the change plans for others to ask questions and understand the implications of changes on their lives.

 3. Embrace the Messy Middle

With the best laid plans, changes will include some messiness along the way. If you anticipate, accept, and strategize through the messiness, it will often be quicker and less intense. “We have to act like the bumpers on a bowling alley as the group is going through a big change. We keep change moving forward, even as certain resistance comes up that could be disruptive to progress. Keeping the board and staff moving forward is going to be bumpy, however, if we show up focused on long-term goals, connect to everyone’s hearts and minds, we will know when and how to pause to address resistance. It’s essential that we as staff put our personal stuff aside as best as possible.” said Sylia Obagi, executive director of the Winston Family Foundation. Messiness can feel scary, but, if you plan for it, it will begin to feel expected, normal, and surmountable.

4. Always be in Service to Community

Leaders are in this work because they care about the communities they are supporting. However, it can be easy to get wrapped up in the day-to-day internal work of family philanthropy and lose sight of the ultimate goals of your work. The communities that family philanthropy serves do not have the luxury of time and need us to act swiftly and with care throughout change. This will be easier to keep top of mind if you are in continuous and close relationships with the communities you partner with. “The only way we got through a pandemic is by always putting the community first. Meet with family members, meet with the staff, but go out into the community and find out the same—what do they want from the foundation?” reflected Kimbrough. Centering community will not only ensure the right decisions are made, but it can also speed up the timing in which we make them to reach the right people at the right time.

5. Take Care of Yourself

Creating and nurturing a nimble environment and team, bringing the energy and optimism, and navigating complexities can leave leaders feeling drained. While it is important to show up for your team and be a steady presence during change, it is critical for leadership to look outside of work for places where they can rest, reenergize, and feel support of their own. Support options at work can often feel limited for those in senior positions, but that should not act as a barrier for leaders to access opportunities for their own care. You might access support that is professional in nature like a leaders’ cohort, alumni network, or fellowship, but personal avenues for rest and joy can also refill your cup like taking some time alone or with family or friends. By modeling this, it also encourages your team to take time for self-care which will create a more resilient, healthy, and vibrant culture for the full foundation.

While change is inevitable, these actions can greatly support leaders and their teams to move through it with more grace and care. We must acknowledge our shared humanity throughout change, including addressing emotions, fears, and stress, while remaining steady, calm, and focused on community. At times, change can feel daunting or never-ending, but as Peterson points out, “Focus on your small wins and keep moving. It can propel a team.”

Cara Binder-Kopchick is a principal at CBK Philanthropy

The views and opinions expressed in individual blog posts are those of the author(s) and do not necessarily reflect the official policy or position of the National Center for Family Philanthropy.