Guiding Change in Perceived Adversity
Guiding change can be difficult, however, a simple mindset of supporting, over fixing can be all it takes.
Capacity building - LEP23-021-02
The issue
In one community group within the Northern Western District, long-serving executive members had reached a turning point. After years of dedicated service, they were ready to step down. The passion that once fuelled their leadership had faded, and with no clear successors in sight, they began to consider unincorporating the group altogether.
A decision for an executive to step down, isn’t made lightly and in this instance, the executives in this group still believed in the group’s purpose and the value it brought to the community. However, a combination of low engagement from members, inconsistent participation in pest management activities, and broader changes in the landscape—such as evolving processes within Local Land Services and shifts in Landcare Coordinator roles—left them feeling isolated and unsupported.
This situation is not unique. Across the Northern Western District, many groups are facing similar challenges. Executive burnout, lack of succession planning, and disengagement are common themes. For many leaders, the idea of stepping down can feel like giving up, especially when there’s no one ready to take the reins. But staying on indefinitely can lead to stagnation, frustration, and missed opportunities for growth.
The solution
The turning point came not from fixing the group, but by stepping back and creating space for open conversation. By resisting control and offering facts and options, the coordinator fostered a calm, non-directive environment. The group realised they had answers—they just needed confidence to share them. At the meeting, an old idea resurfaced. Members stepped up, took on roles, and proposed a refreshed constitution, new name, and membership model. Through honest dialogue, the group reimagined its future. The coordinator supported rather than solved, helping build capacity. When we step back, others step up—and groups become stronger, more resilient, and unified.
The impact
In this group, responsibility fell on one or two people, with little involvement from others. Differing goals made collaboration hard, and innovation stalled. New ideas struggled, and the group couldn’t deliver meaningful results. Motivation and engagement dropped—both internally and among neighbouring landholders. This is common across the region. Without support during leadership changes, groups risk collapse, weakening community capacity and disrupting natural resource management. Volunteers lose purpose, and the environmental and social benefits these groups offer are jeopardised. Sustained engagement and transition support are vital for long-term success and resilience in community-led initiatives.