Want to be Resilient in Uncertain Times? Think Like a Survivor.

My career in fundraising and the social good world started with the Great Recession clearly on the coming horizon. Much of that time felt like a constant race to put out fires, one of which was literal but that’s a different story.

Before all that, I grew up as a Boy Scout and I spent most of my summers at camp learning and teaching scouting skills. My favorite merit badge was Wilderness Survival and a lot of what I learned was useful as I built a career in an ever changing and often challenging world, especially for organizations and professionals working to make it better.

In an emergency scenario, there are seven survival priorities. Here is how they can be applied to help your organization stay afloat in times of uncertainty:

1. Positive Mental Attitude

Put down your phone. Stop doom-scrolling and turn off the news. We’ll get back to that later. Before we can be strategic, we first need to be in the right frame of mind. There are two acronyms that can help: HALT and STOP. First, take a step back and decide if you’re Hungry, Angry, Lonely, or Tired. Then, we Stop, Think, Observe, and Plan.

If we’re in a HALT mindset we may be reactive rather than strategic in our thinking, and that will only help short term. If you’re reacting to a hunger for resources, an anger at current events, loneliness from a shrinking network, or tired and burnt out from all your efforts, this can lead to its own consequences. So, rather than reacting, STOP. Take a step back, process what is going on, consider the scenario from many perspectives, and thoughtfully consider a course of action.

2. First Aid

As you STOPped and HALTed you may have noticed some concerns beyond whatever general sense of uncertainty or specific emergency that’s causing worry. Consider your internal issues and concerns. What are their current impacts and what long-term consequences might arise from them if those concerns aren’t addressed?

Thinking through those concerns, another acronym might be helpful here, SWOT. What are your organization’s Strengths and Weaknesses? What Opportunities and Threats do they present for you?

3. Shelter

Not everything is broken. Your SWOT analysis should reveal the inherent strengths of your organization, its programs, resources, and team. Take time to focus on and recognize that. Find your foundation and consider how you can build from it.

Find ways to frame those strengths for your outreach. This will be key in any emergency response communications. People need hope during uncertainty; consider the safety and support you provide your stakeholders and your programming’s beneficiaries.

4. Fire

No, it’s not time to just burn it all down, as much as it might feel that way. If it does feel that way, maybe it’s time to go back to step one. Fire is about warmth. Fire brings people together. It’s what makes us human. What makes your organization and its mission human? The values behind the mission and vision. Having a strong consensus on your organization’s Core Values and knowing what you stand for and must continue to stand for is key to survival.

To find, refine, and focus on your Core Values start by working with some key stakeholders on a list of qualities you admire and another list of those you dislike. Then categorize the list, grouping synonyms and antonyms to find the ones that represent your organization best. With that list, get introspective as an organization and with your stakeholders and see what fits.

5. Signaling

Now it’s time to pick those phones back up, but we’re not going back to doom-scrolling. We’re calling our stakeholders and supporters. There’s uncertainty but we have solutions and strength to build from.

Be honest and direct about your concerns. Make space for your supporters’ concerns as well—this is a shared uncertainty after all. Share your assessment of the situation and ask for advice and offer opportunities for acts of service and involvement.

6. Water

Water makes up about 60% of the human body. What kind of donorship makes up a majority or more of your revenue? What about donors making up most of the gifts? Consider your “donor shape” and cultivation pipeline. Do you have loyal and sustainable sources of support and a plan for identifying and growing supporters?

You don’t want to visit the same stream or watering hole too often or incautiously. You can be the main reason those waters get muddied or the shore around them erodes. In nature, there are many ways you can conserve and protect a water source. Your supporters are likely facing some of the same uncertainties. To protect our donors, we need to focus on listening and personalizing our stewardship strategies.

7. Food

In survival, food is the last priority, but it is important in keeping up our motivation and morale. In fundraising, that fuel that we’re looking for is our major and planned gifts and our significant partnerships.

Look for prospects and networks that will help you grow, but don’t venture far from safety too soon. Don’t be afraid to turn over rocks. There are interesting things you can find when you open yourself up to the hidden potential that might be in your network already.

About the Author

Matt Connell is a Blackbaud University Instructor at the Principal level, and the lead instructor for nonprofit organizational best practices and fundraising. Matt has been a contributor to sgENGAGE and the Blackbaud Community and has presented at bbcon and AFP events. As an educator to the social good sector, Matt helps to grow the expertise and advance the knowledge of those working to do the most good for the world we share.