Changes within an organization are inevitable, but that doesn’t make them any easier to deal with. As an organization grows, leaders are responsible for making big changes without putting their business at risk or upsetting employees.

There are plenty of effective ways to handle a situation when difficult changes need to be made within an organization. Here, members of Forbes Nonprofit Council share their expert advice on the best approaches leaders can take when it’s time to make difficult decisions for their business and team.

1. Make A Plan 

Collaborate with your leadership team to check signals about big changes. Then communicate the plans to key board members so they can be ready if there is blowback. Ideally, the difficult changes you intend to make will be to advance a plan that you have already communicated to your board and leadership team. – Sebastian Corradino, Archway Communities

2. Be Completely Transparent

Transparency is key. In my experience, it is always better to be upfront about changes and thoughtfully explain why the decision was made. It will increase the chances of buy-in and will keep speculative chatter to a minimum. Our teams are perceptive and they can generally tell when a change is needed or is coming down the pike. If they feel informed and involved, it can smooth the transition. – Christina Allrich, Beta Gamma Sigma

3. Get Key Stakeholders’ Buy-In Early On

Engage key stakeholders early on to get buy-in and to learn about the implications of change from diverse perspectives. Articulate the “why” early and often and help all stakeholders understand how they, their work and/or their customers will benefit. Also, leaders must be willing to be vulnerable and humble in being the first to enact the changes at their level. – Robin Corak, Multi-Service Center

4. Seek Input From Those Most Affected

Changes are difficult when they are necessary and impactful. Collaboration is best—seek input from who will be most affected. Explain the needs for change to foster understanding and buy-in from key managers and stakeholders. Share the problem and share ideas; the best ideas often are not your own. The implementation of any changes is crucial for success and requires support from the team. – Richard Izquierdo, NAICA Neighborhood Association for Inter-Cultural Affairs

5. Explain Why The Decision Is Needed

As a leader, I always ask myself, “Do they understand the why?” Taking time to explain to folks why you made a decision—even a hard one—can anchor both your ability to make a hard decision and to drive buy-in. I find if I know I have to explain my logic, I tend to be more practical and less emotional about decision making. – Erin Mote, InnovateEDU

6. Enable Two-Way Communication

When your organization creates an inclusive workplace, implementation is made easier when the time comes to make changes. Building this kind of organization is an ongoing process. One crucial component is regular two-way communication with staff on the organization’s goals and expectations. That way, when difficult changes are needed, staff are better equipped to understand and appreciate them. – Jose Luis Castro, Vital Strategies

7. Be Caring And Intentional

Read the room. This is where EQ sets leaders apart. There isn’t a five-step process for change management. Be caring and intentional about your steps through change. Above all, people want to know they are being genuinely cared about with change. If people believe that, they’ll be willing to walk through any type of change. – Stephen Kump, Charityvest

8. Understand The Impact

Understand the organizational culture and how change might impact your people. Explain the “why” of the change. Leverage data and evidence to support the reasons for change. Model the behavior of strength and resolve. Communicate, communicate, communicate. Ensure there is a plan to evaluate whether the change is having its intended effects. Stay the course but iterate because change is ongoing. – Scott Dolan, Excelsior College

9. Leverage Storytelling

Storytelling is an effective and authentic means of communicating about organizational growth and preservation. Stories create a mental picture, communicating both purpose and the part people will play in the change. When making difficult changes, it can be important for leaders to craft a change narrative that communicates the desired consequences while relating to the organization’s mission and values. – Christopher Washington, Franklin University

10. Be Empathetic To Build Trust

When it comes to making difficult changes in an organization, leaders need to develop empathy and build trust to reinforce people’s engagement. Difficult changes mean the unknown. They should be implemented with a clear vision and actionable strategy that are understood by employees at all levels. A leaders’ mission is to settle a safe and trusting environment to empower people and enhance their commitments. – Lobna Karoui, AI Exponential Thinker

11. Create A Task Force

Bringing together a group of members of the staff to address difficult changes can lead to breakthroughs that otherwise might be constrained if kept in a silo. Collaboration works not only outside of an organization but also internally. If goals and outcomes are clearly outlined, your organization can thrive. – Vipe Desai, Ocean Institute

12. Consider The Associated Costs

Anytime I feel the need to make a big or difficult change in my organization, I take a step back and first consider the costs associated with the change. The change might mean that we incur a monetary expense, but it may also cost the organization staff time to implement or it may even cause you to lose valuable staff, donors, customers and other supporters. – Kimberly Lewis, Goodwill Industries of East Texas, Inc.

13. Think Proactively

I keep in mind that success requires all to work together toward a common goal. Fear of change is real; be aware of this and think proactively about where difficulties or pain points may arise. And then explore how to mitigate those concerns. Can the timing be adjusted? Is there a need to have additional check-ins? Do staff understand both the drivers and the impact of the change? What’s in it for them? – Patricia McIlreavy, Center for Disaster Philanthropy