While serving constituents in need has always been challenging, today’s food banks face a new post-pandemic and rapidly shifting socio-economic landscape that is impacting how they recruit and retain leadership. We need to consider fresh strategies that food bank executives can leverage in addressing challenges in leadership recruitment and retention.

The impact of social and economic change

Low-income and at-risk populations—those served by food banks—were disproportionately impacted by the pandemic. This increased pressure on food banks, which saw a55 percent spike in demand in the first year of the pandemic. At the end of 2021, one in six adults still relied on charitable food and, as of this summer, food banks across the country are seeing growing lines as inflation impacts households. Against this backdrop, recruiters must consider specific internal and external obstacles when it comes to finding and retaining leadership.

Challenges from the inside

1. Internal conflicts often stem from real or perceived inequities in the workplace. Many food banks refer totwo distinct cultures of “carpet v. concrete.”Carpet employees function in an office environment or can benefit from working in remote environments, whereas concrete employees are required to physically come to work, in roles associated with warehousing or direct food distribution environments.

Leadership idea: Offer extra personal days. This equalizes benefits and offers flexibility for employees whose jobs require them to be there in person.

2. As food bank executives commit to diversity, equity, and inclusion (DEI), they must consider varying employee perspectives. A healthy workplace culture requires innovation, and it needs senior leadership to lead by example to create an environment that is committed and fully engaged. It’s one way to embrace individual differences of opinions and mitigate tensions among employees.

Leadership idea: Establish peer groups. When led by professionals with extensive experience in helping organizations create a culture that embraces DEI, exploration of individual differences will become more productive in facilitating organizational change, which has the potential to help colleagues improve their communication and work relationships.

3. Food bank employees were considered critical personnel during the pandemic. Like first responders they faced fear, anxiety, and uncertainty; the resulting mental health challenges are not likely to go away soon.With a divisive political environment, the climate crisis, a land war in Europe, and a rise in mass shootings, Americans are facing more stress than ever before. The American Psychological Association says the country is facing a national mental health crisis that could lead to serious health and social consequences for years to come.

Leadership idea: Offer counseling to address the impact of the last couple of years.Psychological support can provide emotional sustenance, just like the physical sustenance food banks deliver.

Challenges from the outside

Planning and budgeting are also more challenging now due to external factors. The impact of racial injustice, mass shootings, and conflict-ridden decisions made by lawmakers and politicians adds to worker and constituent stress. Ongoing logistical inefficiencies and labor shortages add to structural stress.

Leadership could certainly not foresee a food price increase of10.4 percent in just one year—the largest annual increase in 41 years. Many basics were hit even harder—eggs, for example, are up more than 30percent. Gas prices also hit record highs this year, increasing the cost of accessing food. And the worker shortage makes getting food to distribution facilities even more difficult. When you are in the business of finding food for those who can’t afford it, these external forces increase demand. Case in point: Second Harvest Food Bank of Central Florida is distributing 62 percent more food now than before the pandemic.

Maintaining balance requires a unique kind of leader, one who can keep internal and external challenges in sync.

Recruiting for the three drivers of success

Hunger is often a symptom of a greater trauma and/or poverty, therefore food banks must expand their efforts to mitigate those issues. Instead of simply providing a box of food, we should ask: “What is it you really need?” To address this question, food banks are developing a deeper understanding of the communities and constituents they serve and are working to find ways to help beyond providing food.

Constituents, partners, and data are crucial to this effort and are changing the way food banks operate. Food banks are relying more heavily on partnerships than ever. Sixty percent of the food distributed by Second Harvest is handled through partner agencies. When we work with partners to identify cultural values, needs, and traumas, we help solve problems at their root. In addition, increasingly data from internal and external (partner) sources impacts innovation and reporting, resulting in better decisions about serving constituents.

In this new world, food bank leaders need three core attributes:

Crisis Management/Adaptability: Tomorrow’s leaders must be willing to adapt to a new set of forces.Scaling up and down is a constant, whether for food distribution or other symbiotic programs. Adapting to the fluctuations and imbalances between available food sources and food demand is ongoing. And working closely with directors and managing shifting board dynamics will be a key factor in a food bank’s success.

Interpersonal skills: These positions demand a high level of emotional intelligence. Understanding what drives employees and constituents helps leaders make strong decisions. Having managerial courage and the creativity to address individual differences in the workplace will smooth the road to success.

Political savvy: Knowing how to navigate the nuances of issues such as SNAP benefits and the agendas of politicians is critical for food bank leaders. Understanding, for example, how to participate in opportunities such as the USDA’s $490 million budget to support a healthy and practical diet can help employees and neighbors succeed.

The personality and skillsets required by food bank leaders must reflect our rapidly changing world. Recruiters who understand the challenges faced by food banks can identify this new kind of leader and help deliver us one step closer to ending hunger and poverty.

Derrick Chubbs is president and CEO of Second Harvest Food Bank of Central Florida and Janet Albert is a partner and U.S. nonprofit lead at executive search firm Bridge Partners.