Expect the Unexpected: Making the Case for “Plan B” Thinking

If you have been following my work you know that I am all in when it comes to planning – succession planning, transition planning, strategic planning, you name it – I like to be ready for what comes.

Nonetheless, I will be the first to admit that the perfect plan does not exist. The truth is that life is unpredictable, with factors that are often beyond our control. Good planning is the best that we can strive for, and in my experience that means allowing for flexibility and creativity. 

Several More Than Giving clients experienced unwelcome surprises this year – weather cancelled annual fundraising galas, health issues postponed critical major gift events, and leadership departures seemed to come out of the blue. Without “Plan B” optimism and a lot of flexibility and creativity, we would not have been able to keep unfortunate turns of fate from becoming catastrophes.  

In fact, with a conscious shift from dwelling on what could be lost to putting our energies into what could be gained, we went after the silver lining – and prevailed!

The rescheduled events of our clients are lining up to be more successful than originally predicted. Participants are rallying around these organizations knowing that their support is critical to the mission, especially during a time of unexpected challenges. A new leader has been recruited to fill the unanticipated vacancy, and their experience and background seems to be an even better fit. The unintentional consequences of these changes pivoted toward the positive and are turning what began as a loss into a win.

But how do you plan for what can’t be predicted? One thing you can do is to ensure that your internal structure – the lines of authority, responsibility and communication – is understood by everyone at every level of your organization. Here are a few practices that will help you create a culture that is nimble in the face of whatever comes your way:

  • Clearly delineate – and reinforce – lines of authority and responsibility.  

  • Communicate your structure throughout the organization. Everyone in the organization should have an easy time figuring out who handles what. 

  • Make sure your stated organizational structure matches reality. Staff at all levels should be confident in knowing who is charged with decision-making, who is charged with communicating with internal stakeholders, and who is charged with communicating with the community. Blurred lines only serve to create confusion.

  • Are there situations that would alter any of the above? If so, outline what those situations might be and how they should be handled. 


If you have these fundamentals in place, your organization is in good shape to handle whatever comes your way. Beyond that, I recommend embracing, and modeling, positivity. A “can-do” culture starts with the attitude of those at the top!

I have spent enough time in the nonprofit world to know that every day can be an adventure. Sometimes it seems that the challenges are coming from every direction, but that is also part of the excitement. After all, we are changing lives and transforming communities!


Let us help support your team so you are always ready for a “Plan B”.
Schedule a call today to learn more.

Vicki Burkhart