Redefine, Revise and Reinforce: Talent Strategies For a New Era of Social Impact

Redefine what it means to be a leader

1. Bet on pragmatism and perseverance
As one philanthropic leader recently reflected, “Now is the time for sturdy leadership.” A crisis exerts sudden, substantial pressure on leaders and provides a real test of their ability to persevere in spite of it. Leaders need to act with urgency while not being overly reactionary; nimble in their strategy, yet grounded by their mission. Look for – and allocate more responsibility to – those who demonstrate a combination of calm, competence, and confidence in the face of chaos.  Effective leaders know when to galvanize action and when to step back and observe.

2. Look for leaders who look outward – and thrive amidst ambiguity
During times of uncertainty and disruption, many top leaders succumb to the natural human tendency to retreat inward and fail to support each other. Ironically, they become more individualistic at the very time when leadership matters most. The best leaders recognize and resist this response, and, critically, support peers who need their guidance and mentorship. They are not only navigators, but also visionaries who chart courses where none seem apparent. Their ability to provide clarity in confusion sets them apart and drives the organization, and even the ecosystems within which they operate, forward.

3. Reject the false trade-off between urgency and empathy
The best leaders differentiate themselves by their effectiveness in acting not only with urgency and agility, but also with empathy and humanity. That’s not to say that balancing these two styles is easy, especially in an environment in which leaders are being asked to contend with complexity and ambiguity amid an extreme pace of change. Elevating and developing leaders whose skillsets sit at the intersection of agility and empathy will ensure that the organization is able to navigate challenging moments, while preserving the humanity and decency that will sustain it in the long-term.

Revise your talent strategy

4. Take note of what this moment reveals about your leaders
As we saw during the COVID pandemic, many organizations navigating moments of dislocation will find a surprising share of their leaders are unwilling or unable to lead in a challenging or uncertain environment. Many also find that they have underestimated leaders who step up in unexpected and critical ways. Take note of what this period of uncertainty reveals about your talent bench – the coming months will expose gaps and surface hidden gems.

5. Prepare for a surge in demand for upgrades to newly-appreciated roles
As the shape of the new social impact sector begins to clarify, organizations may see significant demand for talent upgrades in newly critical – or newly appreciated – roles. In the short-term, we expect this to include chief development officers and other fundraising and revenue generating leaders, as well as government affairs, communications, board directors, and others tasked with sharing the organization’s interests externally. In the longer-term, this may include other functions where the ability to credibly articulate impact will become key to demonstrating outcomes and maintaining revenue.

6. Re-examine succession plans
If your current CEO succession plan is identical to what it looked like six months ago, your board has not been paying attention or performing its fiduciary duties. That’s not to say that an entirely different profile of leader is necessarily needed, but it does mean that sitting CEOs and CHROs must be very clear with the board about what they have learned about their leaders and organizational needs during this moment, and how their succession plans might change as a result.

7. Remember that cold recruiting engines take time to restart
In the wake of COVID and other past crises, many organizations found it took years to restart their recruiting engines and rebuild talent pipelines. This issue is already registering for industry leaders, as RRA’s latest Global Leadership Monitor found that only 34% of nonprofit leaders feel prepared to address the availability of key talent/skills in the sector, lower than their private sector peers. A thoughtful approach to keeping those engines running – even if at a slower rate – will enable you to reharness momentum when talent markets heat up again.

Reinforce the next generation

8. Empower emerging leaders to drive success
In crises, senior executives often assert control, limiting direct reports' leadership growth. This can lead to rising leaders becoming operators rather than decision-makers, weakening leadership ranks over time. Equally, merit and potential often emerge from unexpected places during challenges, with strong leadership demonstrated by those without senior titles. By strategically deploying talent to ensure initiatives are led by those with both strong capabilities and high potential, organizations can benefit from their creativity, enabling innovation and resilience.

9. Disruption can strengthen culture
Create space and time for teams to gather, share insights, and problem solve. In times of steady change, leaders can rely on direct authority to manage. And when challenges grow more severe, leaders must also rely on influence and inspiration to motivate their teams. Tumultuous external environments will engender deeper loyalty when managed effectively.

10. Do not underestimate the power and necessity of internal communication
Regular, just-enough, forward-focused, and empathetic communication serves as the backbone for team alignment and motivation, especially during challenging times. Together, these communication strategies not only maintain morale but also drive cohesive progress, enabling teams to adapt and thrive in the face of adversity.