Risk, Resiliency, and the Power of Nimble Leadership

February 11, 2026

by Victor S. Valentine, CEO of NHSA

“Nimble thought can jump both sea and land.” — William Shakespeare

It is often said that the only constant in life is “change”. The same holds true in the nonprofit human services sector. While many of the sector’s challenges are longstanding, new opportunities to address them continue to emerge. Strong leadership requires the courage to navigate unfamiliar waters with strategic risk tolerance. That is precisely what we at the National Human Services Assembly (NHSA) have heard from our members.

Following our recent annual member survey, our first CEO Roundtable of 2026, and an internal organizational assessment, one message is clear: both NHSA and the broader sector must remain nimble.

Merriam-Webster defines nimble as “quick and light in motion” and “marked by keen, alert, and clever conception.” Today’s human service organizations are called to embody both definitions. Leaders are being asked to craft creative solutions amid funding reductions, staffing constraints, shifting donor priorities & public sentiment, and complex legislative & regulatory changes — all of which can have profound impacts on programs and morale. In this environment, leadership is not simply difficult; it is demanding at every level.

We are learning that cultivating nimbleness—while thoughtfully managing risk—can help stabilize organizations in uncertain times. Some organizations are pivoting their advocacy strategies toward more localized campaigns, working closely with state and local officials to address emerging gaps in federal funding and keep critical programs afloat. Others are pursuing regionalized collaborative funding models that encourage aligned organizations to focus on their core strengths, increasing both efficiency and collective impact.

At NHSA headquarters, our board and staff are taking a deliberate look at our governance structures to ensure we are maximizing value to the sector and strengthening our ability to directly support our members’ missions. As these strategies take shape, we remain committed to convening leadership tables centered on nimbleness, collaboration, and resilience. Whether it involves identifying efficient and ethical applications of artificial intelligence, shared strategies for redeploying key staff affected by funding shifts or equipping public policy leaders with the tools and information to engage state and local officials more effectively, 2026 must be a year of both response and resolve.

In moments like this, resilience is not passive endurance. It is disciplined adaptability. And nimble leadership — grounded in mission and strengthened by collaboration — will continue to carry our sector across both sea and land.