Build Your Systems on Sunny Days

Well… that was not the news I expected today.

A wonderful team member recently shared that her family is stepping into a new season of life and she will be transitioning into a new opportunity outside the nonprofit world.

So many emotions. I am cheering for her. I am grateful for the way she has served. She has been a blessing to The Hope Effect. She is a friend, not just a coworker.

And I will be a little vulnerable here. When she told me, I felt shock, disbelief, and a rush of emotion. I didn't see it coming. She is really good at what she does. She is fun to have on the team. Ugh. This transition will not be easy.

When the News Hits

In moments like that, the anxiety is real. The "what now" questions are relentless. How will we cover her responsibilities? How long will it take to find someone? What if we can't find anyone as good? What will this do to team morale? What about the projects she's leading?

If you've ever lost a key team member, you know exactly what I'm talking about. The first few minutes feel like free fall. Your mind races. Your heart sinks. You're trying to process the personal loss of a valued colleague while simultaneously calculating the organizational impact. It's a lot.

But then I remembered something important: we prepared for this.

The Instrument Panel

I clicked a few buttons and opened our system for saying goodbye—a pathway we developed to move us forward that has been informed by our values, not by our irrational emotions.

Step-by-step guidance. Clear expectations. Defined timelines. Communication plans. Everything I needed in the moment to breathe. Something to hold onto while I steady my legs.

A few more clicks brought me to the system we designed to hire quality team members. As I read, my heart rate slowed. My blood pressure came back down. Clarity returned. We still need to navigate the transition. But now we are not guessing our way through the fog.

It reminded me of an airplane flying through clouds. When visibility disappears, the pilot does not panic. The pilot trusts the instrument panel. The gauges provide direction when the sky does not. Systems do the same thing for nonprofit leaders.

They guide you when emotions are high, the future feels uncertain, and the path ahead is unclear.

Why We Build Systems Before We Need Them

Here's what I've learned over the years: you cannot build a system in the middle of a crisis.

When you're in shock, you're in survival mode. You're reactive, not strategic. You make decisions based on fear, not wisdom. You patch holes instead of building structure.

That's why we build systems on sunny days. When life feels calm. When no one is leaving. When funding is stable. When the team is humming along. That's when you do the hard work of thinking through what you'll need when things get hard.

What Our System Actually Looks Like

We call this part of our transition system "Depart Honorably."

The name matters because it sets the tone for everything that follows. Whether someone is resigning or being let go, we want to care for them well. An individual's departure from The Hope Effect doesn't reflect their value as a person. We want to honor them and be as gracious and generous as possible.

Here's what our system includes:

1. Values First

Before any checklist, we remind ourselves of how we want to show up. We want to value every employee as we would want to be valued. Our reputation will precede us with future talent. How we handle those who leave will impact who we can hire in the future. This perspective shapes everything else.

2. Immediate Administrative Steps

When someone gives notice (or when we need to initiate a transition), there are practical things that need to happen right away:

• Security protocols - Remove access to sensitive information, email, database, passwords, credit cards, and file storage. Not because we don't trust them, but because it protects both them and us.

• Hardware return plan - Create a clear plan to get company equipment back before final pay is administered. Make it simple and respectful.

• Documentation - Get a letter of resignation or termination signed. Consult HR best practices for the specific situation and state law requirements.

3. Financial Care

• All PTO, salary, and bonuses are paid promptly and without bias

• Additional severance is considered on a case-by-case basis, in line with our employee handbook

• Where possible, we support departing employees in a manner above industry standard

This isn't just about compliance. It's about integrity and generosity.

4. Exit Interview

Every departing employee is given the option to participate in an exit interview. This serves two purposes: First, it supports the employee through the transition. Second, It helps us identify areas where we can improve employee satisfaction and retention. We learn as much from people leaving as we do from people staying.

5. Stakeholder Communication

We notify relevant stakeholders. This includes board members, volunteers, donors and anyone else we believe needs to know about the staff member's departure. The communication is clear, professional, and includes who their new point of contact will be. No drama. No gossip. Just clarity.

6. Knowledge Transfer

• Documentation of current projects and responsibilities

• Training for whoever will cover the role

• Handoff meetings with key stakeholders

• Transition of ongoing relationships

Having all of this written down meant I didn't have to invent it in the moment. I didn't have to wonder if I was forgetting something. I didn't have to second-guess my decisions. I just followed the plan.

And more importantly, I knew we were treating our departing team member the way we'd want to be treated.

Why "Depart Honorably" Matters

You might be wondering: why put so much thought into how people leave?

Here's what I've learned: how you handle departures says more about your organization than almost anything else.

When you treat people well on their way out—even when it's hard, even when you're disappointed, even when the departure creates real challenges—you send a powerful message to everyone watching.

Your current team sees it. They notice how you talk about the person leaving. They pay attention to whether you honor them or trash them. They're asking themselves: "If I ever need to leave, will they treat me this way?"

Future candidates see it too. In a connected world, your reputation travels fast. The person leaving will talk to other people in your industry. How you handled their exit will become part of your story.

And donors and partners are watching. They want to know that you lead with integrity, even when it costs you something.

So yes, we've systemized how people depart. Not because we're cold or transactional, but because we care enough to get it right even when emotions are high and the stakes are real.

The Cloudy Days Will Come

I wish I could tell you that if you build great systems, you'll never face hard situations. But that's not true. Team members will leave. Funding will get tight. Programs will face challenges. Partnerships will shift. Unexpected crises will emerge.

Cloudy days are part of leadership. But here's what I know: when those days come, you want to be ready. You want to have done the thinking when you could think clearly. You want to have built the systems when you had the bandwidth. You want to have invested in clarity before you desperately needed it. Because when visibility disappears, you'll be grateful you built the instrument panel.

My encouragement to you is simple: build your systems on sunny days.

Questions for Reflection

• What scenario keeps you up at night? What would happen if that situation occurred tomorrow?

• Do you have a plan for staff transitions? What about financial shortfalls or program challenges?

• What's one system you could start building this week that would bring you peace of mind?

If you need help thinking through systems for your organization, drop me a line. I'm happy to share what we've learned along the way.

I'm cheering for you.