Updated: Apr 3
What nonprofit leaders need to know about communicating during times of uncertainty
In the last few months, I’ve worked with several nonprofit and social impact leaders navigating hard seasons—staff transitions, funding questions, and the ripple effects of new executive orders. Across the board, the same question keeps surfacing: “What do I say to my team when there’s no real update yet—just tension, fear, and unknowns?”
As a former executive director and a current coach to dozens of nonprofit leaders, I deeply understand the pressure of leading through the fog. You’re expected to have answers. To make a plan. To keep everyone calm. But when things are still unfolding—or when you’re waiting on direction or funding—it’s easy to default to silence. Here’s the hard truth: Even when you feel like there’s “nothing” to say, your silence still says something. And that something is often interpreted as uncertainty, instability, or even mistrust.
Positional Power Means Your Silence Lands Differently
It’s important to remember that, as a leader, you hold positional privilege—you likely have more access to information, influence, and decision-making than your team does. That means your silence can land very differently for staff. While it might feel hard to say, “I don’t know” or “We don’t have answers yet,” vague promises like “We’ll figure it out” or “We’ll keep you posted” without meaningful follow-up can feel dismissive or disconnected.
Recently, I facilitated a workshop where the ED began the staff meeting by saying:
“I want everyone to know that we’re going to figure this out together. Some of you may be worried about your roles or if we’ll need to scale back programs—the answer is no. We’re committed to our work, and we’re committed to keeping you here.” He then provided updates on grants and funding sources.
Now, maybe you're thinking, “Well, that’s good news—they had something positive to report.” But that’s not the point. Even if the update is “We don’t have any news yet,” what matters is naming the shared concern and affirming your commitment to keep people informed. At another organization I work with, the leadership team proactively sent out mental health resources and offered optional space for staff to process the emotional toll of DEI rollbacks and increasing racial tension. People don’t need perfection—but they do need to feel seen.
The 3 C’s: A Grounding Framework for Uncertain Times
Here’s a simple lens I offer my clients when they’re not sure what to say:
1. Communicate Care
Acknowledge what people might be feeling. Say: “We know this is a lot,” or “We see the questions you have.” You don’t need to fix it all—you just need to let folks know they’re not alone.
2. Offer Clarity (Even If It's Limited)
Clarity builds trust, even when it’s incomplete. Say things like:
“We’re still waiting on more info, but here’s what we know today…”
“We’ve heard concerns around job security—right now, there are no planned staffing changes, and if that shifts, we’ll let you know directly.”
3. Create Connection & Consistency
Don’t just say you’ll communicate—build the rhythm. For example:
At every staff meeting, give a 2-minute update—even if it’s “no major changes.”
Send a bi-weekly agency update, or
Set up an anonymous form where staff can ask questions that leadership commits to addressing at meetings.
Another approach one org used: Each department lead shared one thing that was going well and two areas where support was needed during leadership meetings. Afterward, department leads shared three aligned updates with their teams. It created alignment and consistency across the organization—without overpromising or micromanaging.
A Real-World Story
A few years ago, I facilitated a retreat for a leadership team that had already been through a lot: a new CEO, the sudden loss of a staff member, and now, unexpected budget cuts. Emotions were high. It would’ve been easy to dive straight into problem-solving mode. But we paused. We grounded in their values, their mission, and most importantly, what hadn’t changed.
Together, we clarified:
What they could communicate now
What was still uncertain
What staff could count on—no matter what
It wasn’t perfect. But it was real.
We left with a plan: leadership would consistently share updates, lift up what was working, and name where support was needed. This structure didn’t just improve morale—it improved decision-making. Because in a crisis, speed without direction is dangerous. The worst thing you can do is move 1,000 miles an hour without knowing where you're going.
Questions to Guide Your Next Communication
If you’re preparing a staff update, email, or all-team meeting, try reflecting on:
What do my people need to hear right now?
What truths can I name, even without all the answers?
What values do I want to reinforce?
How can I create space for questions, feedback, or emotion?
What consistent practice or rhythm can I establish for the next few months?
Final Word: People Don’t Need Perfection. They Need Presence.
You don’t have to say everything. But your team needs to know you’re here. That you’re paying attention. That you care—and that you’ll keep showing up. Because when there’s “nothing” to say… your presence still speaks volumes.