Organizational Reflection Questions

Reflection Questions

As many of us are amidst a new reality that finds us working from home and figuring out what that looks like, it makes sense to reflect on ways to keep our organizations thriving now and in the future.  Below is a guide for potential topics and questions you can reflect upon as you find yourself working outside the typical workday routines and structures:

Communications:  These uncertain times necessitate exceptional communications – both internally and externally.  Some questions to ask yourself:

• What information do you need to be communicating to your employees right now?  How do they stay safe, what work do they need to accomplish, and how do you stay in communication with one another?  What are your expectations for them right now?  How are you communicating to them that you care about them as people?

• What do you need to be communicating to the constituents you serve?  Do they understand your organization’s plan to function during these unsettling, uncertain and evolving circumstances?

• How do constituents access services you provide differently now, and what considerations arise/information must they have in current circumstances?  What do you perceive as short-term versus long-term changes in providing and accessing your services?  This is particularly important if you provide a critical service to your constituents!

• What are the best channels of communication for relaying your messages and/or critical information to constituents? 

• How are you keeping your constituents engaged? Are there new ways to connect with them, as they look for things to occupy their mind? 

Budget: This presents an opportunity to think about your budgetary priorities, both in the short term and the long term, and reprioritize the ways you invest your organization’s resources.

• How do you reallocate resources in light of drastic short-term change?

• Are there longer term budget priorities that need to be addressed/reprioritized?

• Do the funded projects and budget allocations reflect the priorities that your organizational mission would dictate? Do funding allocations and mission align?

• How does your fundraising strategy adapt given a rapidly and drastically changing social and economic climate?

• What grants might you be able to find and pursue that you hadn’t identified before?  Do we need outside help in finding and applying for them?

Staffing structure:  How do you allocate work to your staff to accomplish emergent needs and priorities that have arisen in the short term?  How should your staff be structured for the long term to best accomplish your organizational mission as times evolve?

• What work needs to be reprioritized? Does work need to be done that is outside current staff roles (both short term and long term)?  Is this work more important than some work that is currently being done, and do priorities need to shift?

• Do current roles need to be altered to accommodate this work, and do the skill sets required by the work currently exist amongst your staff?  Are there consultants (like Prosper Nonprofit Advisors!) That can help?

• Do the talents and strengths of your staff members match what they are tasked with in their roles?

• What long term plans do you have for the growth of your staff members? What professional goals do they have for themselves?  What are organizational goals for their professional growth?  What plan do you have to provide each staff member with the growth, knowledge, and experiences they need to achieve these growth aspirations?

Programming:  You will likely need to readjust what programs you implement, what format they take, and the ways you deliver them.  Current circumstances present an opportunity to think differently about the programs you provide to serve your constituents now and in the future.

• ·What programs should you give up temporarily?  Are there programs you should give up permanently, and use this as your opportunity to do so? 

• What new program opportunities arise that serve your constituents? 

• What delivery format(s) is/are optimal/available given current restrictions and considerations? Which programs can you tailor to suit these formats, and what new programmatic opportunities would make sense to pursue in these formats?

• Do you have sufficient ways to measure program success on an ongoing basis?  What criteria would you like to utilize to evaluate programmatic performance, and what is the best way to track and analyze this information?  How do you develop/refine your evaluative criteria?

Stewardship:  Utilize this time to reflect upon the people and groups who continue to be critical to your organizational success, and thank them in new, creative, and visible ways. 

• What individuals and/or groups do you need to show appreciation to?

• Which people and groups have contributed significantly to your organization, but perhaps have not been recognized as well as you would have liked? 

• Do current circumstances present opportunities for unique and clever opportunities to express gratitude to people or groups in your organization? 

• Can these recognitions engage a wider swath of your constituents, and generate their interest in/support of your organization in new ways?

Mission Alignment:  It may be good to reflect upon the general direction of your organization, its alignment with its mission, and the general “vibe” amongst your community members.

• Does it feel like you are growing in ways that pursue your mission, vision, and goals? 

• Do your constituents and staff understand where you are going, how to get there, and have a sense of optimism that you will achieve your aspirations? 

• Are all your community members feeling invested in the direction you are heading, and that they are important members in achieving your aspirations? 

• Which groups may need more attention/direction/support than they are currently receiving to foster their buy-in?