I have noticed a significant increase in partnership discussions recently. As these conversations move from mere ideas to implementation, it is important to remember we are still facing the ongoing reality of COVID-19. Even though the path forward to work more closely with other human service organizations is opening, the impact of the last year is profound. One of the unfortunate consequences has been the pandemic's impact on staff morale and workplace culture, as evidenced by employee disengagement, increased requests for leaves, anxiety and more.
While many CEOs have brilliantly led their organizations in adapting to uncertain times, the staff may have been unable to celebrate this survival in quite the same way. The reduction in personal and professional connectivity and constantly changing rules and expectations have left most employees exhausted, with reduced confidence and drive. So, adding a time-consuming and challenging partnership exploration on top of daily work duties may be met with resistance and a bit of acting out. Seven suggestions for countering negative attitudes follow:
1. Communicate, communicate, communicate. The Executive Director and senior leadership team have data and a plan, but may forget to share this information with the entire staff. It helps to share goals and progress, highlight employee accomplishments, brag about organizational successes, and tell employees what to expect next. It is more important than ever to share information through a variety of vehicles. Email should not be your only way to communicate, so consider implementing virtual town halls, having more frequent meetings (virtual or safely distanced in person), creating talking points for supervisors to share, etc.
2. Connect the dots. Using the word because greatly increases the likelihood of staff cooperation. Explaining the why behind the what - even when it is difficult news - helps create shared understanding and commitment. This is especially important as two or more organizations consider a partnership because some participants may not understand the reasons for the proposed combination.
3. Have a plan but be flexible. Employees want to know that leaders are thinking about the future and see evidence of how to get there. If a merger has been approved during the pandemic and the integration of the organizations has been launched, most staff will feel even more off balance. This is the time to set benchmarks for returning to in-person services or adding back more regular activities and then communicate built in assessment times. Of course, let them know that the nonprofit will continue to respond to changing community conditions such as rising COVID cases. But also, be sure to share the intent behind any decisions so they understand the reasons for any changes in their work schedule, work location or job duties.
4. Listen, reflect and show you care. Employees are spinning a lot of plates during COVID. In addition to changing work conditions, they may be dealing with childcare issues, confusing learning guidelines for their children, and concerns about a potential job loss for a partner. If they are also worried about their own job security, announcement of a merger will intensify those thoughts. A strong message about the plan to retain all employees will help. Take time to ask people how they are, wait for the answer, and reflect back to them. Take a moment to apply this undervalued social work skill to support staff as well as improve customer service.
5. Share resources. More than ever, staff members need information, personal, professional and partnership-focused. It is a good time to review what you offer to support employees as they weather the storm. If you don't already have a resource page on your intranet or a folder on your shared drive, start one to share resources such as food assistance, virtual exercise classes, free background checks for in-home childcare providers and others.
It is critical that resources related to partnerships are available. Because partnerships fall on a continuum ranging from cooperation through full corporate integration, don't assume that only full-scale mergers require shared information. For example, if you are creating an agreement for joint programming with other organizations, the tools to solidify the details should be available to all parties. It also helps to share case studies in which other nonprofits have gone through similar processes. I have never heard a staff member complain because they had too much available information.
6. Make it fun. Balancing partnership tasks with current service delivery restrictions is tiring. Try starting your integration meetings with an icebreaker, schedule chair stretches in your workday, or ask staff to post a picture of their pets on a message board. Try the interactive whiteboard Google Jamboard or consider other online networking and creative sites that allow employees to connect with others on interesting topics.
7. Keep calm and mission on. You have the privilege of connecting staff members to a higher calling. By communicating the value of everyday activities and how these tasks further the work of the organization, you remind human services folks that their flexibility results in mission delivery and changes lives.
All organizations, especially those in the middle of partnership work, are struggling with these issues. Nonprofits have the unique advantage of resting on basic helping skills: relationship building, active listening, transparency, and mission focus. To improve morale following months of uncertainty and promote a positive work culture, revisit the basics.
