Tips from the Field
Change is often necessary when working with partners on long-term impact, but the process of redesigning and innovating can be daunting. A few years ago, Extension’s leadership and civic engagement staff worked with community program coordinators and local leadership program board members to complete a multi-year "reimagining" of its seven county-based leadership cohorts.
This transition changed the delivery model for county-based programs to affirm program priorities and find a new balance of Extension teaching, local facilitation, and cross-county collaboration.
While the impetus for change is often based on an adjustment of resources or capacity, the process allows you to reconfirm your values and explore goals that you had not yet prioritized. Based on the "learnings from redesign," we highlight four key lessons for leading a community or program through a period of transition.
1. Don’t underestimate the "human element" of transition
When shifting structures, it is easy to focus on logistics and forget that people are at the heart of the work. The redesign process revealed that the intensity of time and effort required for change is significant, particularly when creating shared meaning and commitment across sectors and/or communities. People also need time to process the rationale for change and the loss of the existing process or program.
Tip: Spend dedicated time helping stakeholders process all aspects of the change process. By prioritizing the relationships throughout the process, including during the "messy middle" of a redesign, you ensure that people remain connected and engaged, even as changes are made.
2. Focus on common priorities to build a unified direction
While each of the seven programs operated separately, there were shared values and core elements of the program people wanted to remain the same. During our project, we outlined these priorities in an in-person meeting, sent the written information out to everyone and allowed time for others to weigh in before the priorities were finalized.
This "pre-imagining" phase allowed different groups to name their core values and reaffirm the key goals of the programs. It was important to review any suggested changes with the question: Does this stay true to our core priorities?
Tip: When navigating change with multiple partners, ask or develop a process to answer the question: "What are the values and priorities we all share?" Focusing on common goals helps to create a unified sense of purpose.
3. Design for sustainability
Sustainable redesign requires honest and thorough conversation about capacity. The urgency for this change was to ensure we had the capacity to support participating communities while also addressing staffing transitions. We were realistic that, in order to maintain the quality of the program and address our capacity, we needed to focus on one program delivery option, and the solution should meet the needs of the communities.
Representatives from each program were engaged to brainstorm options that stayed true to our purpose and our realities. Seven options were outlined and two were chosen as “most viable.” These were then vetted with all of the coordinators and board members. Afterward, each community group indicated their preference between the two options before a final option was chosen. Communities could then decide if that options worked for them or if they had the local leadership capacity to manage the existing program.
Tip: Evaluate your current "labor cost" and be realistic about what you can ask of the people working with you. Use a redesign as an opportunity to curate the experience for maximum impact with minimum burnout while also staying true to your collective goals.
4. Keep a growth mindset – being willing to continue to adapt
A successful redesign doesn't just change how the work is done; it changes how it is discussed. Following this process, educators and community leaders remain open about the changes they would like to see and continue to try new things, making the need for a large-scale redesign in the future less likely.
Tip: Use change as a moment to refresh your connections and each person's commitment to the work. By co-creating the "new version" and being willing to make annual adaptations, you can bring momentum and new energy to the project.
Change in community development is rarely a straight line; it is a collaborative redesign that requires patience, openness to new ideas, a willingness to ask good questions, and a lot of communication about the process. As our team discovered, success lies in being adaptable, staying curious, and having the courage to build a more sustainable path forward together.
Learn more about current county leadership opportunities
The programs described in this article are actively welcoming new participants for 2026-2027. If you live or work in any of the following counties, consider applying — or sharing the opportunity with someone who does:
- Meeker in Motion
- McLeod for Tomorrow
- Connecting Nicollet County
- Strengthening Sibley's Future
- L.E.A.D of Kandiyohi County
- LINC Redwood County
- Bridging Brown County
How can Extension help?
University of Minnesota Extension supports communities as they work toward their desired future and navigate the change that comes along with it. We provide educational programming that grows leadership capacity in community leaders.