Crisis communication for nonprofits: How to lead with clarity during uncertainty

Once again, nonprofit leaders are being asked to steer their organizations through disruption and uncertainty. Staff, board members, clients and community members want answers to “What if?” — right now.

But it’s not always clear what leaders can communicate.

For one, this isn’t a typical crisis. In a natural disaster or major incident, the event happens first — sudden, visible and urgent — followed by a clear response and recovery phase. Right now, ambiguity is the crisis. Uncertainty around federal funding and shifting government decisions has created an evolving, slow-burn crisis.

And unlike a traditional change management process — where goals, timelines and outcomes are clearly defined — this moment offers no such clarity. Leaders are being asked to guide their teams through change without a road map and to keep stakeholders informed and engaged over an extended volatile period.

What do you say to the people who are counting on you?

Here’s our guidance on how to communicate effectively — with both your head and your heart — during times of crisis:

Know your stakeholders and how to reach them

Each group you interact with needs something different from you — and may need to hear from you in different ways. That’s why identifying and organizing stakeholders is the first step in any rapid response or change management plan.

If you already have a stakeholder list from previous efforts, such as a community needs or community health assessment, start there. Make sure it’s current and includes: 

• Stakeholder group definitions: Who’s in this group?
• Preferred communicator: Who do they want to hear from?
• Communication channels: What methods does this group regularly use and trust? What’s their favorite channel?

For example, a stakeholder group of “funders” might include contacts at federal agencies, foundations and private or corporate donors. This group might prefer to hear from the executive director and communicate by email and virtual meetings.

For example: Funders → executive director → email (preferred) and virtual meetings

If you’re starting from scratch, picture your organization as a series of concentric circles. Staff and leadership are at the center, then clients, volunteers, vendors, board members, funders and the broader community.

As you build or review your list, involve colleagues from across your organization to help ensure key groups aren’t overlooked.

Build a crisis response team

Who is responsible for internal updates? External communications? Operational decisions? Strategic planning?

This is one area where leaders can provide clarity. Assemble a core team and define who will lead:

• Communication: This group will craft and coordinate messaging for key stakeholder groups.
• Operations and management: This group will manage the day-to-day impacts and make decisions about critical services.
• Strategy: This group will monitor mid- and long-term implications of the crisis and your response plan.
• Board and oversight: This group will keep the board and other key leaders informed so they can advocate for the organization.

In a large organization, your core team might include additional functions or stakeholder representatives. In a smaller one, your core leadership team may wear multiple hats. Either way, don’t assume. Define roles and responsibilities clearly so nothing falls through the cracks.

Be transparent and consistent

You may not have all the answers, and that’s okay. Acknowledge uncertainty and share what you can. If possible, explain how decisions are being made, who’s working on the issue and what solutions are being explored.

Set a cadence for updates that matches the pace of change — and stick to it. Even when there’s nothing new to report, showing up consistently can ease anxiety.

Consider preparing a “leader guide” with key messages and talking points for managers and board members, so your message is consistent no matter who’s delivering it.

And when you say you’ll do something, follow through. In times of crisis, credibility and trust are everything.

Show up

Leadership presence matters. Whether you’re delivering updates at team meetings or filming a quick video for staff, people want to see and hear from you. Don’t underestimate your ability to steady the organization simply by showing up.

When you communicate, balance your head and your heart. Acknowledge the difficulty of the situation and how people are feeling. Don’t sugarcoat it — but don’t catastrophize either. In times of crisis, people need both realism and hope.

Keep it simple

Even in calm times, no one has the bandwidth for long emails or jargony memos. During a crisis, clarity is even more critical.

Make messages clear, concise and easy to consume. If you have a lot to share, start with a quick summary, then use skimmable bullet points. Help people find what they need fast so they can take action or feel reassured. Then, offer links or resources for people who want more detail.

Share the same information across multiple channels to give everyone the best chance of seeing and understanding your message.

Open the door for dialogue

Crisis communication should not be a monologue. Create opportunities for staff and stakeholders to ask questions and share their concerns.

In larger organizations, this might take the form of structured Q&A sessions or department-level check-ins. In smaller organizations, it could be as simple as inviting feedback in a team huddle. Make multiple avenues available in case people need time to process and formulate the right questions.

Two-way communication builds trust. It also introduces issues (and solutions) you might otherwise miss.

Educate, don’t alarm

Crises can become opportunities for education and connection. As you communicate with the broader community, be transparent about what’s changing and use the moment to share the full scope of your work.

If services are shifting or paused, help clients and community members understand what alternatives are available, even if they come from another organization. Partnering and redirecting with care reinforces your role as a trusted resource.

Your board members can play a critical role here. They’re not just recipients of your message — they’re also ambassadors with important connections. Keeping them informed about operational impacts empowers them to advocate for your mission and speak on your behalf with clarity and consistency.  

Know your numbers

Behind the scenes, make sure you have a clear understanding of your funding landscape. You need to know:

• Which programs are federally funded.
• What percentage of those programs are federally funded.
• Whether other funding sources at risk.

Finance and program leaders should work together to build a foundation for data-informed decisions. When you understand where money comes from — and how disruption might affect each program — you can assess risks more objectively and respond strategically. 

Policy and funding changes are unfolding unpredictably, making planning especially difficult. That’s why real numbers matter. Being able to model different scenarios gives leaders something concrete to work from.

To stay ahead of the curve, designate someone to monitor developments and share regular updates with the team. This helps operational leaders stay informed, without duplicating efforts or getting stuck in a doom spiral of speculation. 

How Wipfli can help

We bring structure to the chaos, helping you assess risks, manage change and make high-stakes decisions with confidence. With full-service solutions, we see your entire organization and help you find the best path forward, even when the way forward isn’t clear. Visit our nonprofit industry page to learn more, and stay up to date with our policy and tax updates page.