Joan Garry, “Nonprofits Are Messy” podcast, 9 November 2024.

I was honored to join nonprofit guru Joan Garry for an episode of her excellent podcast, “Nonprofits Are Messy.”

Listen on Joan’s website or below:

From Joan’s website intro:

When is the best time to prepare for war? In a time of peace. 

Every nonprofit organization needs a crisis management strategy that clearly defines its stance on hot-button topics. Like…

• What happened in your organization the day after Roe v. Wade was struck down? 
• Or what conversations are happening in your organization about the Israel-Hamas war? 
• Or would an LGBTQ organization put out a statement in the aftermath of the murder of George Floyd?

These are just a few recent events that put a spotlight on why nonprofit leaders need to prepare for a crisis now. But, how can you prepare?

My guest on this episode, Seth Chalmer, sheds light on 3 key things leaders should think about before a crisis breaks out.

TUNE IN TO LEARN:

• The Complexity of Public Statements. Seth made it clear that the question of whether to make a public statement isn’t as simple as “yes” or “no.” It’s about peeling back multiple layers—personal beliefs, interpersonal dynamics, and strategic considerations. If an organization is going to tackle thorny conversations, it needs to approach them with respect and empathy while being clear about what stance it will take.
• Internal Clarity and Organizational Stance. Seth emphasized the importance of defining our organizational stance well before a crisis happens. Think of a stance as more than just an opinion; it should be an expression of the organization’s mission, values, and theory of change. By identifying our stance early, an organization is not caught off guard when controversy inevitably arises. 
• Tolerance Range. Seth introduced the idea of the concept of tolerance range. How much disagreement can an organization accommodate on certain issues? Some organizations may choose a broad tolerance range, welcoming different views, while others may need a narrow range that aligns closely with mission-critical values. This requires thoughtful policy-making, defining what levels of dissent it can accept both internally and externally. 
• Strategic Use of Silence. Remaining silent on an issue can be an intentional choice and, in some cases, the most powerful stance. Silence might signal neutrality, which can help some organizations maintain a broad, inclusive appeal. But this approach only works if it aligns with the organization’s values and mission. Not every issue requires a statement and silence can sometimes say more than words.