How do we decide what to do next?
“How do we decide what to do next?”
This is one of the most common questions EdPro Consulting gets from education nonprofit leaders about navigating a path forward in these uncertain times. Leaders want decision-making frameworks to help them choose their next move.
I’d argue that having enough information to make a smart decision without getting waylaid by too many variables is the real goal. Avoiding “analysis paralysis” is more important than finding the just-right framework.
Whether they are hoping to grow or considering mergers or wind-downs, nonprofit leaders need to gather information to help them and their boards make informed decisions.
So - how do you decide? I’d start with three questions:
🤔 What is true INSIDE your organization?
🤔 What is true in the MARKET?
🤔 What is the POLITICAL environment around your work?
What is true INSIDE your organization?
Attempt to take stock, with as honest a lens as possible, of the current health of your organization. Think about your organizational finances, staffing model, funding pipeline and governance - at a minimum. How are you performing with respect to your mission? Are internal challenges you face situational or systemic? How many aspects of your organization are in need of repair right now? How long will it reasonably take to address these repairs - Weeks? Months? Years?
What is true in the MARKET?
For folks who work in education, especially in schools, there can be a reluctance to use market terms. Discussing return on investment can feel off-putting in the context of work to promote the well-being of children and their academic or life success. But understanding where your nonprofit sits in the context of its marketplace is absolutely critical right now. What assets do you have? Real estate, financial holdings, intellectual property, share of clients or student enrollment, unique programming? How do those compare to other organizations like yours, especially those in your city, state and region? What is the demand for your services? Who are your competitors?
What is the POLITICAL environment around your work?
Everything seems politicized at the moment, and this is acutely true in education. How is your organization perceived by funders, elected officials, and community leaders? What is the broader political environment for your organization? What is the state of charter authorizing in your state? What is the government funding climate? Are there pending legislative changes which may impact your ability to carry out your mission?
Exploring these questions can help leaders more clearly see potential options for action - and maybe even the right next move. Making informed decisions about your organizational future will never be easy, but it need not be over-complicated.
