COVID-19 is an unprecedented event that has brought swift changes and uncertainties to all of our lives. Let’s face it, no one was fully prepared for a crisis quite like this. Sure, we have business continuity plans and crisis communications, but those only guide us in the early moments. What about in the weeks following, when the dust has started to settle and we, perhaps, are forced to start making the even bigger decisions?
In the last few weeks, all of us have had to make quick decisions and take action. Many of these can be framed as reacting vs. responding to a situation. Going remote is a reaction; holding a virtual board meeting is a reaction. They are the quick, in the moment actions that help us endure in the present.
But when you step back and consider everything going on around you, and make a thoughtful, intentional plan — that’s a response. However, responding in a crisis is not easy, it takes a strong board/staff partnership and good governance to make a plan of action that is adaptive and considerate of what is needed in the moment and in the future.
Like many others, BoardSource has been monitoring what its community has been doing and is welcoming nonprofits to share their stories of success and resourcefulness with us. We recently received a submission from the CEO of the Georgetown Health Foundation, Scott Alarcon. Scott — in partnership with his board chair, Alma Guzman Molleur — told us some of their story and are allowing us to share it with you. It is a story that highlights what is possible when the board and CEO work in partnership to commit to their community, and never waver in their focus on mission.
Read the full article about responding vs. reacting by Lindsay Tallman at BoardSource.