In the past month, we’ve all had the chance to remember things we already know.

Like, for example, money doesn’t grow on trees. And the power of fear. And the power of hope. And the enormous power of engaging a broad grassroots community of shared values behind a mission and a goal.

Yesterday, candidates won and others lost. In the Presidential election, we signaled to the rest of the world what we, as Americans, believe is the right course for our country and for our future.

This morning, we are imagining the discussions that could (and should) happen in non-profit Board meetings over the coming months.

The discussions should be provocative, meaningful and very difficult. We all have to address where the economy is going, how our budgets look within that reality, and how to sustain and strengthen our companies in this time of turmoil. Most of us have Board members with very different opinions about where things will go under our new President.

The stock market will be interesting to watch for the next week. For the first time in a while, more interesting than terrifying.

In the coming months, we should plan for and encourage the debate with our staffs, our Boards and with our major supporters. Critical decisions must be made.

For the organizations and companies we’ve built and loved – money won’t grow on the same trees in the same way. The campaigns scooped up quite a bit, didn’t they? The major question facing most non-profits is pretty simple: Is the budget we planned at the beginning of this fiscal year still viable in the new, unstable economy?

And the answer relates directly to what we assume about the future.

• Have you revisited this fiscal year’s budget assumptions yet?
• Have you surveyed your top donors?
• Have you talked with your staff about the impact on their retirement funds?
• Are ticket sales down or up?
• Has it been easier – or more difficult – to hold frank discussions with your Board?
• Supposing you do know which are Ds or Rs, do you know how the stock market has affected their companies, their family fortunes and what they believe about the coming year or two? Are any of them at risk to lose their jobs?
• Have you – and they – revisited your fundraising goals and set new fundraising strategy?

Stop.  In unpredictability, there is always opportunity. Today there is renewed hope for the majority of Americans. The negative campaigning is gone. A new cabinet will be appointed. A new Congress will go to work. Remember, no matter who was elected, change can renew hope.

Look. While we can’t know the future, look at your organization in the uncompromising light of day. With your whole Board. With your whole staff. Conduct a rigorous and honest assessment of your current state.

• Examine the facts… without fear.
• Face the demons. (You have them.) Name them.
• Then bring together the group that is most diligently committed to your company: your past and present Board, your staff, key volunteers, and dedicated, long-time supporters.
• Shine a full-beam light on the facts (not the fears) of your organization’s current situation.

Then… listen to everyone that will be part of the team that stands with you, shoulder-to-shoulder, through the great transition America is facing. Listen to the fears of those whose candidates lost. Listen to the hopes of those whose candidates or party “won.” Paint scenarios together for many contingencies. Don’t be tempted to discount anyone’s “reality.” Hear them all. Then agree on your shared, new assumptions that will be at the core of future decisions.

• In a time of threat, it is the community that sustains you.
• This is a time to strengthen your leadership team with a sharpened understanding of reality.
• This is a time to deepen the dialogue with your community.
• This is a time to recommit to serving the community’s needs.
• What sustains us is honesty. What strengthens us is rigor. What lightens the load is having others at our side.

Let us know what YOU think?

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1. Adapt & Endure: Lessons learned from an iconic 19th century American Company