Make Your Program Matter Amidst Uncertainty

Unprecedented. No matter your political views, the future is being changed through the retelling of storeis that have existed through America's history. It is perhaps the most powerful modern example of the role of story in our society. Companies, programs, and the people that make them possible are all trying to flex their own stories to stay relevant, let alone thrive. The abrupt story changes without evidence are creating confusion and disruption, not impact that matters.

Human services programs must pivot like never before, whether to shift their focus to new priorities or to identify new funding streams. It isn't uncommon to shift language to align to a new mission and vision that will allow the program to continue to matter within the new context. It is also sometimes necessary to shift outcomes depending on where the program is in its lifecycle to generate evidence that will drive the realigned story. Remember--if the story shifts without the right evidence, then the program won't be cohesive to have effective impact. Likewise, if the evidence shifts without the right story to showcase it, then the decision-makers won't pay attention. Ideally, program leadership is monitoring closely for the contextual shifts that necessitate a pivot as part of the program's impact processes. Decisive pivoting can make or break a program's future.

In an unprecedented time like this is for human services programs, the pivoting decisions must be more expansive and layered. Not only will the pivot have to include vigilance about the language used to tell the story, there must be consideration for linking with other domains to create an evidence base that is stronger and resilient. The reality is that programs may be cut or gutted, so what is left of the programs will need to be adapted to seed a start for future programs, which may have to occur in a different space from what is typically pursued. 

An expansive approach to pivoting includes all program resources operating at maximum effectiveness. This is not the time to "wait and see". This is not the time to leave staff wondering. This is not the time to flatly churn out deliverables. It is time for all layers of program leadership to plot scenarios and risk assessments. It is time for program leadership managing staff to provide information--it doesn't have to be prophetic, it has to be honest, and support. It is the time for program staff to confidently leverage their quality processes to deliver top outputs.

A layered approach to pivoting includes all the touch points of the program from the smallest details to desired impact on humanity. Part of delivering top outputs entails appropriately infusing them with the new context. Doing so relies on empowered staff being confident in the execution of their program's impact processes--entrenched awareness and development of the program's story with its evidence. Encouraging openness to new ideas and creativity in execution is critical. This effort might also include bringing in someone from outside the immediate program to offer a fresh perspective on where to pivot language, sources, and approaches, as well as think broadly for where the program might find safe harbor. 

Bottom line: Having a program that matters in unprecedented times is about decisive pivoting that is expansive and layered.