About 2025 …
This year was bonkers.
Breaking news after breaking news. Headlines read like The Onion, circa 2010. “Inconceivable,” in the voice of Vizzini from The Princess Bride, played in my head daily.
Yet even with the federal administration's shift, I believed that we could work across lines of difference and have tough conversations while holding what is best for the common good at the center. I shared a reflection about my local diner, which illustrated that we are all filled with contradictions. In 1980s sitcom fashion, I concluded, "if we learn to listen for understanding rather than to convince someone their self-interest is wrong," we would, in fact, find our happy place.
In less than a week, we knew that things were not like the last time, and I had woefully miscalculated the mayhem.
Collectively, we experienced extreme societal turbulence as the now-defunct Department of Government Efficiency (DOGE) cut thousands of federal workers' jobs. Nonprofits faced more precarious financial situations as federal grants imposed new restrictions. Well-established and generous foundations tightened their purse strings amid global scarcity and fear.
By spring, the Washington, DC region faced unprecedented job loss. ICE and the National Guard moved into communities with vengeance, stirring fear and intimidation. We were deeply divided and increasingly apathetic. Today, Fortune reports that over 600,000 Black women have "been economically sidelined" and had jobs eliminated, the most educated group in the US.
We wanted a fight, and we also wanted to rest.
We wanted elected leaders to represent us, and we wanted nothing to do with politics.
We wanted to organize our base, and we wanted an escape from our reality through aggressive line dancing.
Inside organizations, it was no different. Everyone—small and large— fought brutal battles and, on occasion, won small but meaningful wins. The clients I supported traversed their own internal chaos with staff and funders: removing or doubling down on DEI language, trying to get people back into the office, forming unions, and managing through menopause, to name a few.
So what did I learn this year?
I learned that fear is at the root of management frustrations.
Fear is keeping people stuck in a job they hate.
Fear is preventing leaders from being imaginative and taking more risks.
Fear is halting personal growth amid constant change.
I learned that good leaders are leaving the field, and many organizations don't have a clear, winnable strategy. We react to what is happening to us, which is a normal human experience. We wait, we hope, but very few are taking the untested path. Very few understand how to drive the action; only how to respond to a crisis.
With our world constantly changing, we can not lead in a reactive mode. Leaders need a North Star, a personal guide to keep them focused. Often, organizations invest in costly crisis consultancy rather than in preventive measures that result from prioritizing professional development. Focusing on resilience can help leaders feel more confident about navigating uncertainty. We can't solve complex problems, but we can solve specific issues, externally and internally.
We learned to expect the unexpected in 2025 as we prepare for the road ahead. It's time to get imaginative and creative, which is hard with so much uncertainty. That's where creative retreats and strategy coaching come in.
As you refine your budget in lean times, don't cut the investment in leadership growth. Seasoned and novice leaders (frontline staff, managers, CEOs, and Board members) need greater investment in innovative strategies. There are a variety of consultants and strategy teams; pick one that is right for your team. However, if your team seeks a blend of nonprofit management strategies, coaching, community organizing, and a witty sense of humor, start with me.
Happy Holidays