I'm one of those people who cannot keep her hands off modeling clay or a can of Playdough. I love squashing down the substance, then turning it into something else. So, after thinking about it for some time, I carved out the time and enrolled in a handbuilding pottery class this summer. I approached this with low expectations but knew it would be fun, which it was. But I quickly learned that the artistic skills I had as a young person evidently got lost in the Gantt charts and merger documents. Simply put, I am terrible at pottery!

As it turned out, the decision to enroll in the course was more important than anything I tried to make. Moving out of my comfort zone was the lesson, one that required some fundamental leap of faith to even show up for class. And while this may sound like an exaggeration, with each class my appreciation for others grew. I was reminded of the times I've watched colleagues struggle with organizational change when they were uncertain about the outcomes. And I especially thought about my merger clients who have bravely moved through unfamiliar waters for the good of their clients.

By the way, I am taking another pottery class in January. And I cannot say enough good things about Rick Hoffman, owner of Covington Clay. Please check out his website.

The decision to explore a partnership, especially corporate restructuring, is rarely approached without some element of anxiety, if not fear. The process requires risk-taking and many steps beyond a leader's comfort zone. Five tips for managing this discomfort follow:

1. Acknowledge your feelings. You will be more productive when you understand what feelings and fears are holding you back. Partnership work is unusually demanding and requires long hours of working with a partner you may not know well, putting you both at a disadvantage. Anxiety cannot be hidden for long and may lead to misinterpretation or provide reasons not to partner, so it is always better to understand your feelings and avoid missteps with the other CEO and board members. Stepping into uncertainty is just that.

2. Create a plan. In addition to the plan for the merger exploration process itself, it is helpful if each leader creates a personal plan for managing change. This might include enrolling in a change management workshop, writing down activities that helped during previous periods of anxiety, and creating a check-in schedule with a trusted colleague who has been through a difficult project. When moving out of your comfort zone, it can also be calming to create a list of specialized resources such as yoga classes, time management trainings or professional coaches - just in case.

3. Slow the pace. Trying to move too quickly can derail a partnership exploration. Some leaders move so quickly through due diligence that the deeper cultural issues are ignored. And board members who serve on the Steering Committee may move at such a rapid pace that they fail to conduct a thorough analysis of the viability of a merger. Even if the two boards vote to approve corporate restructuring, a superficial approach to the Steering Committee's work can cause major problems during integration.

Slowing the pace also requires a conscious decision to delay or discontinue plans to start too many new initiatives, especially non-essential internal ones. During a time when leaders are already on overload and unsettled, any task that can be removed for a couple of months should be. You will feel more in control if your "to do" list is realistic.

4. Control your response. Exploring a partnership usually leaves even the most competent leaders feeling a bit out of control. Once the work begins, leaders cannot decide independently about many daily issues and certainly not the boards' final decision about partnering. Each day brings stress because things that used to happen automatically now require a consultation with the other nonprofit's executive director. The process includes constantly shifting expectations and reacting to external forces beyond anyone's control.

What you can influence, however, is how you respond to so much uncertainty. You know your hot buttons, so try to pause before acting and sort out what is current and what may be old business. If you tend to be abrupt in general, this quality will probably be exaggerated when you have moved out of a comfortable, familiar place. You are the face of the exploration process, and your colleagues will take their cues from you. If you are feeling particularly vulnerable or stressed, take that extra breath before responding. And understand that there will be many times when you must say "I don't know," a phrase that can be especially challenging for long-time leaders with a history of having most answers.

5. Redefine success. Attempting something new almost always comes with some risk. Risk for the leader, risk for the clients, and risk for the organization. In this type of work, notions of success and failure shift constantly and the best way to cope is to simply accept this dynamic. You may not get everything you want during partnership negotiations, but you will probably have enough to feel successful. You may not enjoy a high level of enthusiasm from all board members, but if 80% are positive, that may be your success measure. Most importantly, define what success means in your role and decide if you can be comfortable making a few bad decisions along the way. During integration particularly, decisions are made for short periods, then remade as needed. The ability to change is one sign of a successful partnership.

The Ground Breaking: An American City and Its Search for Justice by Scott Ellsworth should be required reading for everyone. The book covers the Tulsa race massacre, although the history of the cover-up is its focus. Except for moments when I was too outraged to read another page, I couldn't put it down.

Come Fly the World: The Jet-Age Story of the Women of Pan Am is one of those books that upends stereotypes in the best possible way. Julia Cooke's book captures the culture and daunting array of requirements and job duties of stewardesses, as they were called, from 1966-1975. The history of the women's roles in evacuating children during the Vietnam War was especially moving and will never leave me.

Ready for an understated suspense novel that includes family dynamics, murder and twists until the end? Grab a cup of coffee and start The Turnout by Megan Abbott, especially if you love ballet.

Planned Parenthood of Southwest Ohio announces its newest education program, Embajadores de Salud (Ambassadors of Health)!

The organization understands the importance of community building as an integral part of Diversity, Equity, and Inclusion, which is why it is working to make sure its education includes and honors the perspectives of the Latin/x/a/o/e community. What better way to do that than with Ambassadors who understand these lived experiences to champion important conversations about sexual health, relationships and so much more?

Planned Parenthood of Southwest Ohio is excited to unveil this year-long program, which will be hosted by the Ohio Center for Sex Education. They expect to employ five Spanish-speaking adults with knowledge and experience in the Latin/e/x/o/a community. The Embajadores de Salud will provide crucial information to their peers that directly addresses health disparities within their communities. Applicants accepted into the program will receive extensive training in communication, leadership skills and sexual health knowledge to make their work as impactful as it can be.

The Embajadores de Salud will become trusted resources in their communities, answering common sexual health questions and navigating ways to help other adults have those (sometimes) tough conversations with the youth in their lives. They'll also provide community members important and culturally-aware resources and teach people to make informed private decisions about their reproductive lives and sexual health. With five health centers throughout the region, Planned Parenthood's goals are to provide reproductive health care services, to advocate for public policies which guarantee each individual's access to services, and to provide human sexuality education. Planned Parenthood Southwest Ohio Region is an affiliate of Planned Parenthood Federation of America.

Fall provides so many opportunities to step out of our comfort zones and try something new. Eleanor Roosevelt famously said, "Do one thing every day that scares you." There's growth right around the corner, and you may be surprised by the rewards it brings.

Best wishes,