If you’ve read any of my past blogs, you might have noticed that I often draw connections between the personal and professional parts of my life. (For example, a trip to Ireland last year had me reflecting on strategic planning.) It might sound a little nerdy, but that’s just how my brain works. So when I started a kitchen renovation a couple of months ago, it was no surprise that I found myself linking the work happening in the heart of my home to the organizational change initiatives I conduct with my clients.

Eight years ago I purchased a 40-year-old home that could only be referred to as a “fixer-upper.” While the house was structurally sound, every room required some type of aesthetic makeover. Having watched way too many HGTV DIY shows, I was up for the challenge. I scraped popcorn ceilings, painted, laid tile, changed light fixtures, installed flooring, and more.

The kitchen cabinets and walls received a new coat of paint and a few other improvements over the years. But, underneath it all, the kitchen still didn’t function as well as I needed it to, and there came a point when I could no longer accept the status quo.

Just like my kitchen, many nonprofits keep things going with patchwork improvements—tweaking processes, adding new staff roles, or launching a new program without revisiting the existing programs and infrastructure. Over time, things stop working as smoothly. The space—or in this case, the organization’s programs or structure—no longer fit the needs of those it serves or the people doing the work.

Here are a few reflections from my kitchen renovation that mirror what I often see in nonprofits undergoing change:

1. You need a vision before you start.

I couldn’t just start tearing out cabinets and hope for the best. I needed a plan: What would the space be used for? What wasn’t working? What did I want to be different? The same is true for nonprofits. Before launching a new strategy or restructuring, you need clarity on where you’re going and why. Otherwise, you risk spending a lot of time and money without real improvement.

2. You have to be ready for disruption.

During my renovation, I lost access to my kitchen for weeks. I was washing dishes in the bathroom sink and living on takeout. Contractors were in and out all day, often using loud tools that interfered with my normal work-from-home routine. In a nonprofit, change often means temporary disruption—teams might need to take on new roles, processes may get messy, and some uncertainty is inevitable. Planning for this disruption helps keep morale steady.

3. Sometimes, deeper issues are revealed.

Once the kitchen flooring was removed, we found water damage and an uneven subfloor. No one could have predicted that it would take nearly a week just to level out the floor to prepare for tile. Organizational change can uncover similar “hidden” issues: unclear decision-making authority, poor communications, outdated policies, or misaligned goals. These moments are opportunities, not setbacks.

4. It takes a team.

I didn’t do this renovation alone. I worked with a designer friend to develop a vision, a general contractor to create the plan, and skilled carpenters, electricians, and plumbers to execute it.  Organizational change requires the same: trusted partners, internal champions, and sometimes external guides to help navigate the complexity.

5. In the end, you need time to adjust.

Even now that the work is done, it’s taking time to get used to where things are and how the space flows. In a nonprofit, even positive changes take time to stick. Teams need space to adapt, practice new habits, and reinforce new ways of working.

Change—whether in a kitchen or a nonprofit—can be messy, uncomfortable, and full of surprises. But when done with care, intention, and a clear vision, it can lead to a space (or organization) that finally works the way you need it to.

If you’re at the point where a coat of paint isn’t enough, maybe it’s time to take a deeper look. I’d be glad to help.

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Staci Barfield is a Senior Advisor with Armstrong McGuire who specializes in organizational design, organizational assessment, organizational strategy, strategic planning, succession planning, leadership development, and executive recruitment. Learn more about Staci and check out her other musings in her bio.