Your Path to Nonprofit Leadership

264: Navigating Nonprofit Change: 5 Critical Mistakes to Avoid (Michael Randel)

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264: Navigating Nonprofit Change: 5 Critical Mistakes to Avoid (Michael Randel)


SUMMARY

How can nonprofit leaders effectively navigate resistance and foster genuine support for change initiatives? In episode 264 of Your Path to Nonprofit Leadership, Michael Randel delves into the complexities of leading change in a nonprofit organization. He outlines five common mistakes leaders make, emphasizing the importance of fostering two-way communication and understanding the true nature of resistance. Michael introduces a practical framework for addressing resistance, categorizing into three levels: lack of understanding, dislike of the change, and personal mistrust. He also stresses the necessity of involving key stakeholders early in the process and building a culture of psychological safety. By focusing on listening, dialogue, and relationship-building, leaders can better navigate resistance and drive effective, inclusive change. 


ABOUT MICHAEL

Michael Randel’s interest in group dynamics dates to his time as a university student in South Africa when he was thrust into a living social experiment at the University of Natal, one of the few places at the time where Black and white people interacted as peers. He realized he wanted to support people so that they could have positive experiences as they worked together in groups, rather than being in conflict. With the backdrop of the political protests against apartheid and the birth pangs of a new democracy, he spent almost a decade inside a national youth development organization. He took part in the slow, painful transformation of a rigid, bureaucratic organization to one on meeting the needs of most of the youth across the country. Everything he learned from this experience served him well as he then worked as an organizational change consultant–with nonprofits and government agencies across Southern Africa, and subsequently in a global capacity at the World Bank. Interacting with a wide range of organizations and working in a huge variety of sectors and settings, has sharpened his ability to observe, to see systems at work, to make connections, and to find different ways of doing things. This led to the establishment of Randel Consulting Associates in 2010 with a vision is to support clients who are genuinely engaged in leading change, designing holistic and tailored interventions that suit each organization.

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