The CEO Of Save The Children On Navigating A Sudden Funding Crisis, Harvard Business Review, September-October, 2025
When the Trump administration issued its January 20 executive order announcing that it was freezing all U.S. foreign development assistance—funding that typically accounts for about a third of Save the Children’s annual global program budget—our senior team was already gathered for a previously planned in-person retreat. Together, we quickly moved through every stage of grief.
First, denial: Was it even possible for a U.S. president to deny funds appropriated by Congress? Second, anger: How could the administration be so cruel as to cut off food, medicine, and education from children in need? Third, bargaining: Could we litigate or negotiate to get some of the money back? Fourth, depression: In the absence of U.S. aid, would we be able to continue our work? Finally, acceptance: We couldn’t avoid or reverse this massive crisis, but we would stay calm, creative, and agile—and eventually navigate our way through it.
Having worked my whole career of 57 years so far as a Psychiatric Social Worker in non profit agencies I have become very aware that many non profit CEOs are more skilled at management than profit making CEOs. They have to be more skilled and competent because the services their organizations provide are often life saving and life sustaining. Janti Soeripto, CEO of Save The Children, is a good example of excellent leadership and management in a time of crisis.\
She writes that in a crisis situation a non profit staff and board can engage in: First, radical acceptance: Confront your new and brutal reality as soon as possible. Second, flexibility: In any volatile environment, you must keep your knees slightly bent, ready to absorb and adapt to new developments. Third, focus: Ignore the noise around you, home in on what you can control, and commit to working together to fulfill your mission. Fourth, decisiveness: In chaotic and fast-moving situations, you can’t always wait for more information, so understand that close enough is good enough and that, if things change, you can adjust course. Finally, vision: My team’s embrace of the three-phase outlook—starting with crisis response but then looking ahead to rebound and reform—helped us immensely, giving us a positive, proactive mindset and pointing us to the light at the end of the tunnel.
The locker room slogan “When the going gets tough, the tough get going” might be better said, “When the going gets tough, the tough get smart.”
Questions for consideration and possible discussion:
When resources are cut or dry up, how can a nonprofit continue to pursue its mission to achieve its vision or should it change its mission and vision, or give up and disband? How is this decision made?
How important is it to measure key performance indicators and point out the value of program results?
How can an organization continue to be focused on mission over money when money is necessary to carry out the activities necessary for the mission?
The three legged stool of good outcomes, cost efficiency, and customer satisfaction stand in dynamic tension such that often only two out of three can be achieved. Which two do you think are most important and which one is most easily sacrificed for the other two?


.jpg)