New Leader, Now What? Tips for Leading Your Team Through Change
I am a Taurus. If you know anything about us, you know our reputation: stubborn, fond of routine, and not exactly fans of change. I would love to tell you I am the exception, but I do love a good plan—and I would prefer everyone stick to it—thank you very much! After more than three decades in nonprofit work, though, I have had to get really good at navigating change. Somewhere along the way, I even learned to embrace it. (Yay me!)
Lately, it seems almost every client I work with (and the members of both our Rising Stars and Distinguished Leaders cohort programs) are neck-deep in navigating changing leadership. A new president. A new vice president. A new supervisor. Or an interim leader while everyone waits to learn who comes next.
The questions are familiar. Will our priorities change? Does the new leader understand our work? Will we have to prove ourselves all over again? And how do I support my team when I have many of the same questions?
I get it, and have been there myself so many times. We are trying to manage the work, lead our people, and coach them through uncertainty while finding our own footing at the same time.
Here are some of my best tips for leading through change:
1. Get to know the new leader—and help them get to know your team.
Schedule a conversation early. Learn what matters to this person, how they prefer to receive information, and what they need from you.
Ask: “What are your priorities for the next few months?” “How would you like me to raise concerns?” “What decisions can our team continue making, and what would you like to review?”
Come prepared to explain your team’s purpose, current commitments, and results. Share the context behind your work, including promises to donors and partnerships that need attention. Give the new leader a chance to explain how they think, too.
Then, create appropriate opportunities for your staff to share their expertise. Let the person closest to a project explain its purpose and progress. Help your team begin building the relationship instead of waiting to see what happens.
Bonus points if you do some recon work on your new leader before they join your organization. Check in with the team from the leader's current organization to find out what and how this person likes to work, receive information, communication styles, etc.
2. Give your team clear information and a manageable plan.
During a transition, be clear about what has been decided, what is being discussed, and what remains unknown. A request to review an event or program does not automatically mean it is being changed or eliminated. Help people separate facts from assumptions.
Keep a regular communication rhythm: Here is what we know. Here is what I am following up on. Here is what we need to do next. If you promise an update on Friday, follow up on Friday—even if you are still waiting for an answer.
Agree on a few immediate priorities, clarify ownership, and confirm which decisions need approval. If new work arrives, discuss the tradeoff with leadership: “To meet this deadline, we will need to move another project or add support. Which approach would you prefer?”
3. Coach each person through their concerns.
Some people will be energized by a new leader. Others may be anxious, disappointed, or tired of starting over. Make time for individual conversations.
A few coaching questions to try in your next one-on-one:
“What feels most difficult about this leadership change?”
“What do you know for certain, and what are you still wondering about?”
“What would you like the new leader to understand about your work?”
“What is within your influence right now?”
“When you have navigated change successfully before, what helped?”
“What options do you see, and which feels most workable?”
“What is taking the most energy, and what could we simplify or pause?”
“What support do you need from me?”
“What is one next step you want to take, and when should we check in?”
Choose one or two questions that fit the individual and the moment. Give them time to think, and follow up with, “Tell me more about that.” Listen before jumping in with a solution. Someone who feels overlooked may need help preparing a conversation about their role. Someone nervous about presenting to a new leader may benefit from practicing with you.
Be clear about expectations and decisions that belong to you. Then use coaching questions to help people build confidence and choose their next steps. When someone raises an organizational barrier, take responsibility for addressing or escalating it.
And please, remember to do something with what you hear. Asking for feedback and then never acting on it gives people very little reason to continue sharing.
4. Be steady and celebrate progress.
Keep your team meetings and one-on-ones on the calendar. Follow through on commitments. If expectations change, help people understand what success looks like now and what support is available.
Notice the steps forward. Did someone have a productive first meeting with the new leader? Did you clarify a confusing approval process? Did the team agree on priorities that fit its capacity? Celebrate it! Those moments matter.
You do not need every answer to be helpful. You can listen, ask questions, follow through and advocate for realistic expectations.
5: Take care of the people carrying the change—including you.
Sometimes we are simply weary. We welcomed the new leader, adjusted the plan, supported our colleagues, and kept the work moving. Then another change arrives, and we think, “I do not know if I have the energy to do this again.”
If that is you, then give yourself some grace. You can care deeply about your organization and still be tired. You can see possibility in a new direction and still miss what felt familiar.
Ask your people how they are doing—and give them room to answer honestly. Try, “What is taking the most energy right now?” or “What could I take off your plate this week?” Then follow through.
Encourage time off, protect breaks, and reconsider deadlines when you can. A reminder to practice self-care means very little if we keep rewarding people for working through lunch and answering emails at midnight.
And take your own advice! Use your vacation days. Connect with someone who understands. Give yourself permission to step away without feeling that you have abandoned the team.
We cannot promise our people that the changes will stop. But we can help them feel heard, supported, and appreciated along the way. Sometimes the most meaningful thing a leader can say is, “I know this is a lot. Let’s figure out what we can make easier.”
Working with leaders in DRG’s cohort programs reminds me how valuable it is to have a place to think through these moments with others. Leadership can feel lonely, especially when you are supporting everyone else.
Our organizations invest significant time and resources in finding their next leader. We need to bring that same intention to support the people who keep the work moving through the transition. Ask what they need. Listen to what they can reasonably carry. Then make the decisions that give them room to succeed—even when that means postponing a project, adjusting expectations, or asking for help.
Our teams will remember how we led them through this season. Did we make time for their concerns? Did we follow through? Did we recognize their effort? These everyday choices shape whether people feel confident about their future with our organization.
While this Taurus may never love the moment someone announces another change, I have learned to embrace the opportunity to lead through it. We may not get to choose when change arrives, but we do get to choose how we show up for our people. Let’s give them a reason to trust that whatever comes next, they have our support.
Navigating Change? We Can Help.
Leadership transitions, shifting priorities, and organizational change can be a lot for any team to manage. DRG's change management facilitation services help nonprofit teams navigate transitions, build alignment, and develop practical strategies for moving forward together.
Whether you're welcoming new leadership, restructuring, or preparing for a major change, we're here to help you and your team find a path forward.
Written by Angie Joens
