One of the silver linings coming out of the COVID-19 crisis is the increase in free virtual programming on a wide variety of important topics. Virtual programs are proving to be great forums to foster connections among people with similar interests and share personal and institutional knowledge and expertise.
This week, I made the time to listen to several programs. They each covered different topics and were structured differently. The programs ranged from a one way presentation with little interaction with the virtual audience to a highly interactive group discussion with no formal presentation or agenda.
I derived value from each program. But despite the differences in topics and structure, I walked away from each program with the same clear take aways:
1. Opportunities are shifting
2. We can’t look back, only forward
3. Organizations that embrace a profoundly changed reality, invest in strategies that reflect the new needs and preferences of their audience, will be the ones that prosper in the coming years.
So, where do you start?
1. Listen. In my last blog post, I wrote about the importance of intentionally seeking input and feedback from your stakeholders. In today’s environment, where things are changing on a daily basis, it’s critical to check in with your members, donors, and/or constituents regularly. During the first four weeks of this crisis organizations were highly reactive. They were migrating their teams to a virtual environment. They were making decisions about immediate issues. They were conducting situational analysis to determine how long they could weather this storm financially. Now, people are shifting gears and thinking about what lies ahead and thinking strategically. Accordingly, it’s time to check back in with your stakeholders and begin to understand how they are thinking about the future and how their needs will be different in the “new normal.”
2. Review and adjust your plan. Once you understand how your stakeholders’ needs and preferences are changing, you can evaluate how your strategic plan (or work plan) needs to be adjusted. Questions to ask: Is our mission still relevant considering the new reality? Do our strategic priorities still make sense? Are certain strategic priorities more important than others? What should we do more of, less of, and stop doing? What opportunities are emerging?
3. Experiment. This may not be the time to invest heavily in new offerings. But, it is an excellent time to experiment with new ways of serving your constituency. By experimenting now, you will collect important data points, make adjustments, and be positioned for success in the future.
We all have a choice. We can grieve the loss of the world we knew prior to March, 2020. Or, we can walk forward excited about what the future holds. Change begets opportunity.
I’d like to thank the following consultants for hosting programs this week that helped to shape my thinking on this topic: Vista Cova Consulting, Community Wealth Partners, ForsightFirst.
Jeanne Metzger has 25 years of association marketing, development and strategy experience. She helps associations and nonprofits achieve their full potential through stakeholder research, revenue generation, and marketing strategy. Learn more at jeannemetzger.com.
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