Effective program management becomes a linchpin for maintaining focus, stability, and morale in times of crisis. This function takes on a new dimension, with resilience and adaptability at the forefront. At Bloom, we’ve found that navigating these challenging times requires a shift from conventional management practices to a more flexible, human-centered approach.

Here, we share our insights on managing programs through crisis, drawing from our recent experiences and the strategies that have helped us stay aligned and focused, even when external pressures mount.

Program management in times of crisis requires constant reassessment of priorities and resources. At Bloom, we’ve adopted a crisis-responsive planning approach, frequently revisiting our core objectives, re-evaluating available resources, and reassessing our strategies. This level of adaptability allows us to pivot quickly and make decisions that keep our projects on track even as we respond to unfolding events.

In practical terms, we recommend implementing brief, regular check-ins with your team to identify immediate needs, priorities, and any required changes. A simple tool like a crisis readiness assessment can guide these discussions, helping managers understand their team’s current capacity and any support they may need.

One of the most valuable things a program manager can offer during a crisis is flexibility. Traditional timelines and rigid structures may be counterproductive in high-stress situations. Instead, managers who foster a culture of flexibility create space for team members to adapt their workflows, deadlines, and even working hours as needed.

For instance, we’ve adopted more adaptable work plans and timelines, allowing team members to adjust their schedules based on their situations while keeping deliverables in view. This helps maintain productivity and builds trust and morale, reminding everyone that we prioritize people over processes.

Communication is everything during uncertain times. One of the first steps we took was to establish a reliable and transparent communication framework. Regular, structured updates from managers ensure everyone is aligned and informed, which helps mitigate stress from the unknown.

Our approach has been to create several layers of communication: weekly check-ins for project updates, monthly team meetings for strategic alignment, and dedicated time slots where team members can discuss their challenges in a safe, supportive space. By ensuring that communication is open and predictable, we create a sense of stability and clarity that can often feel scarce in crisis environments.

As program managers, it’s easy to become solely task-focused, especially when the stakes are high. But emotional agility—recognizing, processing, and responding to emotions without becoming overwhelmed—is crucial in times of crisis. Supporting emotional agility within teams allows managers to address issues before they turn into burnout or disengagement.

We’ve integrated regular emotional check-ins into our meetings, where team members are encouraged to express what’s on their minds. Sometimes, taking a moment to acknowledge these feelings helps clear mental space, enabling team members to refocus on the tasks at hand. As a program manager, sensing and responding to your team's emotional landscape is an essential skill that fosters resilience and long-term commitment.

For program managers, resilience also means recognizing that traditional frameworks may not always fit. Adaptive project management frameworks, which allow for course correction and resource reallocation, are particularly beneficial in crisis contexts. At Bloom, we’ve been building flexibility into our project designs, allowing us to respond effectively to new information and shifting contexts.

Project management requires nimbleness, whether adjusting timelines, rescoping a project, or reassigning roles. With these adaptive strategies, program managers create a stable and responsive structure, helping mitigate the impact of external stressors.

One of the most valuable tools we’ve discovered in navigating crisis is compassionate leadership. Compassionate leaders understand that their role isn’t simply to manage tasks and nurture the people executing them. This can mean extending understanding during difficult times, actively checking in on individual well-being, or simply leading by example with kindness.

At Bloom, this culture has created a safe space where team members feel empowered to express themselves, seek support, and contribute meaningfully. As program managers, embodying compassion fosters a supportive environment and ensures that teams stay engaged and motivated even during challenging periods.

For program managers working in social impact organizations, managing through a crisis is more than just keeping projects on track—it’s about balancing stability with flexibility and processes with compassion.

To all program managers facing similar challenges, know that your work is vital. The effort you put into fostering resilience in these moments of crisis will have lasting, positive effects on those you lead and serve. Let’s continue to find strength in our adaptability and lift each other as we progress.