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Given the ups and downs in the economy in recent years, many philanthropic and charitable organizations changed their funding priorities, reflecting the world's changing landscape. Small organizations, particularly nonprofits, have been forced into a Darwinian competition of sorts, fighting to survive on scarce resources and sustain programs with limited assets and investment.

As a young professional working on a grant-funded program in a small nonprofit, my experience has been filled with challenges. One of the toughest things in my career was receiving news that we wouldn't have follow-on funding to continue the implementation of our planning efforts. When a colleague at the start of a newly funded grant project asked me for advice—not only on secrets to our successes but tales of our failures—I was compelled to share a few nuggets and lessons learned with others.

Here are a few tips to guide those struggling to maintain morale and momentum in times of transition. Consider the following:

• Keep expectations realistic. Keep in mind that funding priorities and organizational goals change. Some of the best planning goes without full consideration of circumstance. While contingency and sustainability planning are always included in the thinking and strategic process, know that surprises are possible.

• Communicate. It is important to maintain a dialogue with any funders, but make sure that the project staff, partners, and stakeholders are talking with each other. Communication is essential to creating a healthy environment. It allows for all parties to build trust and create a neutral, trusted atmosphere for idea exchange. It is also helpful to converse with others working in your particular space. Be willing to ask questions and share information. The key to your success and avoiding common mistakes lies in the lessons learned from others. This has become positively encouraged and simple in the era of social networking. Tap into your network and get support from others.

• Be flexible. When change happens, embrace it and adapt with it. You've become adept at clearly articulating programmatic/organizational needs, strategies, and demand for why the project will make a difference. Using this model, make this case for yourself as a valuable team member and contributor. As the business strategy changes, consider your own growth and expand your perspectives; this is an opportunity for you to become an active change agent and a catalyst for innovation.  

• Maintain balance. It may be a natural inclination to fully immerse yourself in the job and lose focus of you. While it is important to work harder in such circumstances, it is not necessary to work longer. You may be forced to make some sacrifices, but keep in mind that your personal development is just as important as your professional development. Keep your interpersonal relationships on track by alerting people of your situation. They may be a valuable resource and able to offer advice or ideas. Put an emphasis on achieving success not only on the job but in your personal life as well.

Tia Abner is program coordinator, global health informatics partnership for American Medical Informatics Association in Bethesda, Maryland. She serves on ASAE's Young Association Executives Committee.