Addressing Emotional Responses To Change In Nonprofits

Want to make people uncomfortable? Try this: "Hey everyone, we are rolling out a new <insert any change>." When organizations announce change initiatives most leaders immediately start thinking about training new systems, workflows and tools. They may even focus on new rules. This is not the most effective way to implement change. While some folks are ready to jump right in and adopt whatever it is, some need a moment. Before we start getting mad at the ones resisting, what if we took a moment to recognize that they aren't just worried about learning something new. They're grieving what used to make them feel capable, useful, and secure. It is an emotional journey for some. That old process was a comfort zone, a source of pride, a muscle memory they trusted. When it is torn away without making space for them to process and grieve, you won’t get instant adoption. If you are leading a change, ask yourself: 📌 What do you think people will miss most? 📌 How can we build visible closure around the ending, not just excitement around the beginning? 📌 What small, early successes can we spotlight to rebuild confidence? What would change if organizations treated grief for the old way as a normal part of progress, instead of a problem to fix? I would love to hear your thoughts. #Leadership #Learning #ChangeManagement #Empathy #Grief

How I Learned to Decode Transformation Resistance: "Everyone seems supportive of our digital transformation." Famous last words from a CEO whose initiative failed spectacularly. The signs were all there: - Meetings full of polite agreement - Questions focused on logistics, not vision - Energy levels dropping after announcements - Key people suddenly "too busy" for planning sessions We weren't reading the emotional subtext. Here's the EQ framework that turned things around: The SERA Method for Emotional Intelligence: SENSE the Emotional Climate - Notice energy shifts during meetings - Observe who stops participating - Track changes in informal conversations - Pay attention to body language patterns Actionable: Start every transformation meeting with an energy check. "On a scale of 1-10, how are you feeling about this change today?" INTERPRET the Underlying Emotions - "Need more details" often means "I'm scared" - "Seems rushed" often means "I feel overwhelmed" - "What about customers?" often means "What about me?" RESPOND to Emotions First, Facts Second Before: "The timeline is non-negotiable." After: "I understand this feels fast. Let me explain the support we're putting in place..." Actionable: Lead every response with emotional acknowledgment. "I hear that you're concerned about..." then provide information. ADAPT Your Communication Style - High anxiety = Slower pace, more details - Low engagement = More involvement opportunities - Strong resistance = More one-on-one time Actionable: Match your communication style to the emotional state you're observing. The transformation turned around when we stopped managing change And started managing the emotions around change. ♻️ Repost this to help other navigate transformations successfully. 🔔 Follow Sara Junio for more insights on Transformations and Leadership Communication.

I recently worked with a team driving a significant change initiative, only to face a lot of pushback from their team members. It reminded me of something Dr. Brené Brown has shared from her research: The number one shame trigger at work is fear of irrelevance. When we’re in shame, we behave in very patterned ways: we avoid, we appease and people-please, or we fight against. As leaders, we often find ourselves in positions to lead change. If we’re not considering how that change might trigger fears of irrelevance, we’re only making the process harder. Think about it. When team members feel irrelevant, they might: Avoid: Missing meetings, not engaging in discussions, or failing to contribute ideas. Appease and People-Please: Agreeing with everything without offering genuine input, overcommitting to tasks, or trying too hard to please everyone. Fight Against: Openly resisting changes, being overly critical, or spreading negativity. These behaviors can seriously hinder your change initiatives. Avoidance leads to a lack of innovation and progress. Appeasement results in half-hearted efforts and burnout. Resistance creates friction and slows down the entire process. As leaders, it’s crucial to recognize these patterns and address them head-on. Start by acknowledging the potential fear of irrelevance. Open up conversations about how changes might impact roles and responsibilities. Show empathy and understanding. By creating an environment where team members feel valued and relevant, we can ease the transition and make change less threatening. Encourage open dialogue, validate concerns, and highlight the importance of each person’s contribution. Remember, leading change isn’t just about the new processes or strategies—it’s about the people. Addressing the emotional aspects of change can transform resistance into resilience and pushback into progress. Next time you're leading a change initiative, consider how you're addressing these emotional triggers. How have you navigated these challenges with your team? Let’s share our stories and insights! #facilitator #thoughtleadership #businessleaders #teamdevelopment #decisionmaking Leading Authorities, Inc.

Real talk: Knowing best practices doesn’t magically fix a board. It’s not that simple. Change is emotional. Change is personal. I’ve spent decades teaching nonprofit leaders how to govern better. Unfortunately, the hardest part isn’t knowing what to do. It’s getting people to actually do it. Here’s why applying best practices feels so HARD — and what board leaders can do about it: 1. You have to name the real problem. Not the polite version. The real one. 🎯 Call it out — clearly, kindly, firmly. 2. You have to show a better way. People don’t move because you tell them. They move because you inspire them. ✨ Paint the picture: what it could look like, feel like, be like. 3. You have to build the path. Big changes scare people. 🛤️ Break it down into tiny steps so it feels safe and doable. 4. You have to talk about it. A LOT. 🔍 Transparency isn’t optional. It’s survival. Say what’s happening. Say it again. Say it differently. Then listen. 5. You have to invite people IN. 🗣️ Make them part of the solution, not outsiders to it. 6. You have to hold the emotional space. ❤️ Change feels like loss — even if it’s better. Make room for feelings, not just facts. 7. You have to expect pushback. ⚡ Resistance doesn’t mean you’re wrong. It means you’re touching something important. Stay steady. Stay kind. Stay on mission. What’s one brave change you're leading right now? Drop it below — let’s celebrate the messy magic of real leadership #NonprofitBoards #LeadershipInAction #Changemakers #NonprofitGovernance #LeadingChange

A long-time client has asked me to put together a short talk on why most change initiatives fail — and what to do about it. The first concept I’ll introduce is this.... Too many leaders focus on the change itself—the new org chart, the new strategy, the new electronic health record system—but forget about the emotional impact of the transition. People don’t necessarily resist change. They resist loss. 🥀 A loss of control 🥀 A loss of identity 🥀 A loss of certainty Here are 3 ways to help people navigate the loss of control, identity, and certainty that change can bring: OVER-COMMUNICATE (THEN COMMUNICATE AGAIN) Uncertainty breeds anxiety. Share updates even when there’s no news. This will reduce speculation and gossip. Be honest about what’s known, what’s unknown, and what’s evolving. GIVE CONTROL BACK IN SMALL WAYS When people feel powerless, even small choices restore a sense of agency. Let them decide how to implement changes in their teams and let them contribute ideas to shape the transition. ANCHOR ON A BIGGER PURPOSE People need to see the “why” behind the change. Here’s an example of what that could sound like using my above reference to a new electronic health record system. Doctors may resist the implementation of a system like this because it feels like more bureaucracy. Instead of focusing on efficiency, leaders should focus on the bigger purpose: “This new system isn’t just about data entry—it’s ultimately about saving lives. With faster access to patient histories, we can provide better care. When patients need you the most, you’ll have the right information at your fingertips.” When leaders help their employees process emotions and see the bigger picture, they will have more success implementing their changes.