There is a old saying, "No news is good news." But that really doesn't apply to grant writing and your work with funders. More often than not, failing to keep a funder abreast of major changes can damage both your relationship and your organization's relationaship with a funder.

Many times, especially in a smaller organization, a funder is investing in the people, not the institution. So when a major personnel changes occurs a funder may have concerns about whether the project she or he is funding will be carried on.

For example, does a change in executive directors mean that the organization's board wants to take the organization in a different direction? Or did the former executive simply have a change in circustances or opportunities?

I recall a time years back when a former boss of mine was questioned by his board after several key staff left over a couple of years. While I can understand a board's concern, in this case all of these people left for great opportunities.

If people had left for lesser reasons, you might be concerned that people we leaving to get away from a bad work situation. But when people leave for great opportunities, it is an endorsement of your organization.

With a bit of planning you can turn these situations into positives for your organization. First, when a key change is in the works, be up front with funders. Let them know that a change will take place. If you can tell them a timetable for the job search, great. If not, let them know when you can update them with more information and follow through.

The key fact is that you don't want a funder's first knowledge of a change in key staff to come about because they stumble across the job posting.

Also, when a change occurs, either at the executive director or the top development staff level, it's a great reason to meet with present and past funders. You should make a list of the top donors, both individual and institutional, and work through it as quickly as possible. Even though you may not have a current grant with a foundation, a meeting with a past supporter may be critical.

More than once I've had to tell a new executive director that the organization's last grant was still open because a final report was never filed. What's important about these encounters is that as a new person you are not responsible for the error, but you can make amends. And, truth be told, if there are some landmines like this out there, know that you probably would not be getting another grant from such a funder until this problem was resolved.

The key to these meetings is this: they are get-to-know-you meetings. Don't expect to pull a proposal out of your briefcase. But, be conversant with the current projects and goals of the organization. If the funder asks questions about current projects or plans, you should be able to cover the general points, including, and only if asked, what they could do to help.

While change requires work, there are ways to make sure this work helps your organization rather than hinder it.