Our world is changing rapidly right now, and most social impact organisations are having to change with it. But organisations are made up of people, and people rarely like change. It’s vital that organisations communicate change in a way that relieves anxiety. In volunteer programs, change can feel especially delicate. Many volunteers become deeply connected to the work, the people, and the way things have always been done. When something shifts, even a little, it can create stress.
That is why knowing how to communicate change matters so much. Clear, honest communication helps people understand what is happening and why.
A useful example is unfolding right now in the volunteer management software world.
It was announced this morning that Better Impact has recently acquired Galaxy Digital’s Get Connected. For organisations that use either platform, this acquisition could easily cause anxiety. Clients will be worrying about how that change will affect them.
Instead of allowing those fears to grow, Better Impact is being very open about what the acquisition means and, more importantly, what it doesn’t. They know that large changes can cause a lot of concern, so they are being as open as possible. That level of transparency can remove much of the fear that surrounds change. Click HERE for a link to their FAQ page about the acquisition.
It’s easy to do it wrong, though.
I once volunteered at an animal shelter that suddenly announced a major shift in their mission. They would no longer be accepting dogs. They would focus only on cats and small animals. The change was necessary as their space was maxed out, and dogs take up a lot of room. They could shelter more animals if they focused on the smaller species. Emails went out announcing the change but gave little context. Volunteers were horrified. The staff were inundated with calls, a huge number of volunteers quit, and it took well over a year before things settled down.
The same situation handled more thoughtfully could have had a very different result.
Imagine this alternative. Volunteers are asked into a meeting, told about the space issue and asked what their ideas were for solving it. A decision is made (it might be the same one), and volunteers are provided with a clear plan for what the different stages of the change would look like, and when they would take place. The executive have an open door policy for people to bring concerns or suggestions forward. An exit plan could be made for those volunteers who want to work just with dogs. Don’t you think that that would have made a massive difference in the acceptance of the change?
Good communication informs, reassures, and invites participation.
Explain the reason behind the change. People are far more accepting of change when they understand the purpose. If a program is introducing new policies, shifting schedules, or updating technology, share the problem that the change is meant to solve. When volunteers see the bigger picture, they are more likely to support the effort.
Clarity about what will not change is just as important as explaining what will. When people are unsure, they assume the worst. Being specific about the things that will remain stable can provide immediate relief.
Timing also matters. Communicate change before rumours start. If volunteers hear about a change from someone else first, the organisation has already lost control of the message. Early communication allows leaders to frame the change in a way that builds trust.
Another useful practice is inviting questions. Volunteers should know where they can go for information. A simple question-and-answer session, an online discussion space, or a clear contact person can make a big difference. Sometimes the ability to express concern is all someone needs to feel comfortable again.
Empathy also plays an important role. Change can trigger emotional responses that may not seem logical. A volunteer who has followed the same routine for ten years may feel unsettled by even a small procedural change. Acknowledging that reaction, rather than dismissing it, helps maintain a respectful relationship.
Finally, if a change is coming, especially if you have little or no control over it, give people a heads up even if you don’t know all the details yet. “Hi, everyone. The new provincial regulations coming in are going to impact our program. We’re not sure yet exactly how, but we will keep you informed as we learn more.” Messages like this prevent volunteers from being blindsided and build trust in the organisation’s leadership.
The lesson is simple. Surprises are harmful during times of change.
Transparency builds trust, and trust allows organisations to move forward together. Volunteers do not expect everything to stay the same forever. (Well, most don’t!) They understand that organisations must grow and adapt. What they should expect, though, is honesty about what is happening and respect for the role they play.
When communication is timely and thoughtful, change becomes easier. Volunteers feel informed rather than attacked. They feel included rather than overlooked.
In the end, knowing how to effectively communicate change strengthens the relationships that make volunteer impact possible.
