Pat NicholsI work with others to transform nonprofit/non-governmental organizations and enhance the lives of those they serve and to sustain the change we create. I do this by:

  • serving as interim CEO of organizations facing major strategic transitions, and
  • consulting with organizations facing similar transitions.

Organizations are, and must be, constantly in transition.  Periodically, though, they find themselves facing more fundamental, strategic transitions.  These include the startup, or a turnaround, or surviving a dramatic, organization-wide crisis, or contemplating and executing a merger, or reworking an outdated mission and strategy.  

Surviving and prospering through such transitions requires a different set of skills than managing a stable organization. That’s where I come in.  Transition leadership requires that we put the mission first, always first, building a renewed sense of teamwork around the values it implies.  Second, we commit ourselves to the highest standards of character and integrity, listening to and valuing diverse perspectives and talents.  Third, we move forcefully and experimentally. We must be decisive, setting precise goals, clarifying strategies, proceeding and evaluating our progress with great rigor and accountability, always prepared to jettison ideas or strategies that aren’t working. Fourth, we share and celebrate success.

All of this, every element, requires that we listen, listen and listen some more.  It requires that we communicate with radical candor and transparency. And it requires that we build a mutual trust so that when the time comes to take action, we share the commitment and locate the accountability.