Wow, be thankful for a great board and director. The only advice that I could offer is to be sure you can keep up with additional sustainability in the long-term. For example are you funding sources rock solid, or is there a chance some grants may sunset.

Thanks MarkinTexas! For the most part, funding is rock solid. But it is going to be hard to know HOW rock solid in this economy.

As we move through this growth, I continue to be amazed that people resist change - even really good change. Staff management is proving to be a tough issue. Any advice there?

The best way to overcome resistance to change is to involve all parties to whom the change effects. Get their input and ideas and put a plan into effect that reaches the best group concensus posible. You'll need to educate the group as to why the change is needed also. This is the the bottom-up approach in general and generally gets less resistance than the top-down approach~Mark

Agreed. This is a daily struggle for me. Hard to make the time to get the input, but anytime I forget or just forge ahead it comes back to bite me. I have recently instituted weekly all-staff meetings to make sure that we are all on the same page. That seems to be helping. I have also tried to delegate as much of the day-to-day decision-making down to program managers and have weekly meetings one-on-one with them. Some are doing well with that and others are having a hard time "cutting the chord."

One "traditional" management solution is to re-organize. The people who are resisting change (assuming they should be kept in the organization) can be assigned to work for those who have shown leadership in accepting/managing and driving/implementing change.

This is totally excpected and "justifiable" by the fact that you are growing and change is to be implemented. It does not hurt to let the people who would be re-assigned know that this is an opportunity for them to get with the program.